Human Resource Management - Science topic

I also need, I need some quick journals, if anyone has one, you can get in touch with me on WhatsApp, my WhatsApp is +66 82 078 7423

Thank you for your fruitful engagement and appreciated work.

Dear Saikat Barua , I have related research question with so many good contributions. Hope that it will be of some help for your research.

Certainly. Here's the scientific and well-structured English translation of the answer:

Not all Human Resource (HR) practices are affected by Artificial Intelligence (AI) technologies to the same extent. The degree of impact varies depending on the nature of the HR function. For example, recruitment and selection, as well as performance analytics, are among the most influenced areas due to their compatibility with automation and predictive analysis. In contrast, practices such as human relations management and leadership development are less affected, as they rely on high levels of human interaction and emotional intelligence that cannot be fully replicated by algorithms.

Regarding differences in opinion across work environments, studies indicate that perceptions of AI integration vary significantly based on organizational culture, level of digital maturity, sector type (e.g., education, healthcare, industry), and the degree to which HR professionals are involved in technological decision-making. For instance, resistance to AI-driven changes may be higher in academic environments than in private technology sectors.

In summary, the impact of AI on HR practices is not uniform; it depends on the specific function and organizational context. Therefore, a flexible and participatory approach is essential for successful AI integration tailored to each sector’s characteristics.

Kindly suggest me the developed scale for this ..if possible

وعليكم السلام ...نعم بامكاني المساعدة

يمكن ان تجد اجابتك في التفاعلية لموقفية

A brilliant answer from Félix Oscar Socorro Márquez

As someone who has lived in several countries and done business in of 50: From an organisational point of view it is important that head office does not dictate how things are done in subsidiaries or satellite offices in different countries. It may suit McDonalds and Starbucks but certainly not B2B businesses where the company must be in tune with the local customs and way of doing business. The head office can set a few key rules that ensure the law is not broken and that the integrity of the product or service is maintained

I am looking for the same answer (8 years later). Any additional insights?

I don't have any authorities to do anything now because I completedly retired.

Human resources are the most valuable resource in any organization. Moreover, any business administration student must know the types of organizational structure, employee motivation methods, and Wage and salary systems.

Q 3 or Q4 . Are there any journals which permit more than 12000 words ?

I will try to help answer this problems

In Indonesia, not all hotels have adopted Cloud Suite for their HR systems, but the trend is clearly moving in that direction.

The hospitality industry in Indonesia, especially large hotels, faces increasingly complex HR challenges, including:

Many large hotels in Indonesia have realized the importance of modern cloud-based HR systems to address these challenges. Some examples and verifiable sources:

Hotels that have switched to Cloud Suite generally experience benefits such as:

The trend of adopting cloud-based HR systems is increasing. Large hotels have pioneered the implementation of this technology and are reaping the benefits. In the future, it is expected that more hotels will follow this path to improve their efficiency, effectiveness, and competitiveness.

Regardless of the industry or locality, the latest research highlights that performance management processes emphasizing relationship-building and trust through frequent, meaningful communication are the most effective.

Based on these findings, we developed a framework of recurring 1:1s and quarterly performance check-ins, which has proven successful in driving engagement, productivity, and employee satisfaction.

Key Elements:

Results:

This relationship-focused approach not only motivates employees but also delivers measurable improvements. The quarterly performance check-in has proven particularly impactful, outperforming traditional annual reviews. Incorporating regular informal 1:1s (weekly, biweekly, or monthly) further strengthens relationship-building and ensures ongoing alignment and support.

Hope this helps!

Todos los profesionales de la psicología deberían ofrecer apoyo y recursos para ayudar al personal de una entidad sea pública y privada en relación a la gestión de los problemas del estrés, la ansiedad, la depresión y otros problemas de salud mental; así como, la inclusión de servicios de asesoramiento individual, programas de bienestar emocional, y capacitación en habilidades de afrontamiento en el entorno familiar.

The impact of avatars on metaverse retailing and virtual engagement is significant, primarily because avatars serve as the primary interface between users and the virtual shopping environment. Here are some key insights:

Sustainable Human Resource Management (HRM) has evolved from a traditional concept focused on employee recruitment, development, and retention, to a broader, holistic approach that integrates sustainability principles. Initially, HRM was centered on managing human capital to meet organizational goals, but with growing awareness of environmental and social responsibilities, the field expanded.

Sustainable HRM now focuses on long-term impacts on employees, communities, and the environment. This includes promoting work-life balance, employee well-being, and eco-friendly practices within organizations. It emphasizes creating systems that benefit both the company and society, reducing resource consumption, and fostering inclusivity.

This shift reflects the global trend toward sustainability in business operations, where HRM plays a crucial role in aligning workforce management with the company’s sustainability goals, contributing to ethical practices and resilience.

This type of survey requires chossing the right tools to help you gather amd capture all the information effectivley. Especially in terms of diverse responses and cultural differences. The key considerations are landuage support, assessability and combination of qualitative and quantitative survey questions. Platforms that you can make use of are Google forms or Survey Monkey, but with that make sure to use simple language and provide some sort of incentive.

Dear Sunil Basnet ,

Developing AI/ML models to predict employee performance, engagement, and retention requires a thoughtful and multi-faceted approach. First, selecting the right data is crucial-this includes both quantitative data, such as performance metrics, attendance records, and tenure, as well as qualitative inputs like employee feedback, sentiment analysis from surveys, and communication patterns. It's also important to integrate external factors like market trends and economic conditions. To optimize model performance, techniques like feature engineering, cross-validation, and hyperparameter tuning can improve prediction accuracy. The models must also be designed to adapt over time, incorporating real-time data to reflect evolving employee behaviors and organizational dynamics. However, a key challenge lies in addressing bias and ensuring fairness. Bias can arise from historical data that may reflect systemic inequities; therefore, methods such as adversarial debiasing, fairness-aware learning, and regular audits for disparate impacts should be employed. Ethical considerations must be at the forefront, emphasizing transparency in how predictions are made and offering employees the ability to contest or review decisions informed by AI. Ultimately, a balance between predictive power, fairness, and ethical responsibility is essential to building trust and ensuring that AI/ML models are beneficial for both HR professionals and employees.

Phumla Buthelezi Compiling a report on Sustainable Human Resource Management (HRM) involves a comprehensive exploration of the concept, its benefits, implementation strategies, challenges, and its alignment with the Sustainable Development Goals (SDGs). Here’s a structured outline and guidance on how to address each section:

1. Define and Describe the Concept of Sustainable HRM

2. Benefits of Sustainable HRM / Impacts of HRM – Key Advantages of Sustainable HRM

3. Discuss How an Organization Can Implement This Strategic Approach to Sustainable HRM

4. Challenges Faced by Organizations

5. Strategies Organizations Can Use to Overcome the Challenges of Implementing Sustainable HRM

6. Identify Some of the Innovative Approaches That Can Be Used for Sustainable HRM

7. Identify Steps and Methods These Organizations Can Use to Measure Sustainable HRM

8. Identify How Sustainable HRM Aligns with Specific SDGs

Thank you for the information Chuck A Arize

An MBA in Human Resource Management (HRM) can serve as a prerequisite for pursuing a PhD at various higher education institutions, as it provides foundational knowledge and skills pertinent to the field of organizational behavior, management theory, and strategic leadership. While specific requirements may vary by institution, an MBA equips candidates with critical analytical abilities and a comprehensive understanding of HR practices, which are essential for advanced research and scholarly contributions. Thus, an MBA in HRM is often viewed as a valuable asset for aspiring doctoral students in related disciplines.

Definition: Educational leadership refers to the process of enlisting and guiding the talents and energies of teachers, students, and parents toward achieving common educational aims.Key Components:Vision: Establishing a clear, strategic vision for the educational institution.Collaboration: Encouraging teamwork among educators, staff, and stakeholders.Professional Development: Fostering continuous improvement through training and professional growth opportunities.Ethical Leadership: Upholding integrity and fairness in decision-making.Resource Management: Efficiently managing physical, financial, and human resources.Theories and Models:Transformational Leadership: Inspires and motivates staff through vision and personal influence.Distributed Leadership: Shares leadership roles among multiple members to leverage diverse skills.Servant Leadership: Prioritizes the needs of others and focuses on the growth and well-being of people and communities.Human Resource Management (HRM)Definition: Human Resource Management involves the strategic approach to the effective management of people in an organization, so that they help the business gain a competitive advantage.Key Components:Recruitment and Selection: Attracting, selecting, and onboarding the right talent.Training and Development: Ensuring employees have the necessary skills and knowledge.Performance Management: Setting performance standards, monitoring, and evaluating employee performance.Compensation and Benefits: Developing reward systems to attract and retain employees.Employee Relations: Managing the relationship between employers and employees.Theories and Models:Maslow’s Hierarchy of Needs: Understanding employee motivation based on needs fulfillment.Herzberg’s Two-Factor Theory: Distinguishing between factors that cause job satisfaction and those that cause dissatisfaction.McGregor’s Theory X and Theory Y: Contrasting assumptions about employee motivation and behavior.Organizational BehaviorDefinition: Organizational Behavior (OB) is the study of how people interact within groups in a work environment, aiming to create more efficient and effective organizations.Key Components:Individual Behavior: Examining personality, attitudes, perception, learning, and motivation.Group Behavior: Understanding team dynamics, communication, leadership, power, and politics.Organizational Culture: Analyzing values, beliefs, and norms that influence behavior.Change Management: Managing and adapting to organizational change.Conflict Resolution: Addressing and managing conflicts within the organization.Theories and Models:Lewin’s Change Management Model: Unfreeze, Change, Refreeze phases in managing change.Hofstede’s Cultural Dimensions Theory: Framework for cross-cultural communication and understanding.Tuckman’s Stages of Group Development: Forming, Storming, Norming, Performing, Adjourning stages in group development.Each of these fields plays a crucial role in the overall effectiveness of educational institutions and organizations. By understanding and applying the principles of educational leadership, HRM, and OB, leaders can create environments that foster growth, productivity, and innovation.

Dear Hetal Kherala

Research at the intersection of Human Resource Management (HRM) and Behavioral Finance could explore how cognitive biases and emotional factors influence financial decision-making within organizations.

One promising area is investigating how HR practices, such as performance incentives, training, and employee engagement initiatives, impact employees' financial behaviors and decision-making processes.

Another research direction could examine the role of behavioral finance principles in shaping HR policies to mitigate biases in hiring, promotions, and compensation.

Studies could focus on how financial education programs provided by human resources departments affect employee financial well-being and productivity.

Understanding the aforementioned dynamics and a study can help organizations develop more effective HR strategies that align with employees' financial behaviors.

I hope this helps.

When you say "theories" are you talking about theoretical frameworks? There are many. For example, Illusion of Control (trying to control operations through IT usage), Institutional Theory (the institutions of management or hierarchies), Attribution Theory, Goal Setting Theory, the list goes on.

If you are doing a comparative analysis you might consider theories related to cultural distance (like the CAGE framework).

Performing a methylation study using the High-Resolution Melting Curve (HRM) method is a common and effective approach. HRM analysis is a sensitive technique that allows for the detection of DNA sequence variations, including methylation patterns, by monitoring changes in the melting behavior of double-stranded DNA fragments. Here's a general outline of how you can conduct a methylation study using HRM:

HR Disrupted :It's time for something different ,Lucy Adams

Yes, I am interested.

Please proceed with the submission to jayasri@rajagiri.edu. Thank you for the response.

Hello Dear

Yes, in my opinion, different solutions can be used to increase efficiency and effectiveness in recruitment, selection and retention methods. These solutions include conducting strategic training to improve the skills and capabilities of employees, active interaction with employees to increase their participation and commitment, creating a suitable organizational culture and developing positive relationships in the organization.

Also, optimizing processes, using appropriate tools to facilitate cooperation and communication, and paying attention to correct targeting to increase sales and optimize resources are also effective methods to achieve higher efficiency and effectiveness in the organization.

Changes in the way the business operates can change the skills and knowledge required by the workforce. Effective change management of the organization is a fundamental and important issue for the organization, because every organization needs to make changes at a certain time in order to be sustainable and scalable. These changes may be applied from different aspects such as hiring new employees and growth or merging with other companies. Changes are vital to maintain and continue business and play an important role in improving the working conditions and progress of the organization. Managers of organizations should Be familiar with change and transformation and its application methods. Managers must understand and promote changes with both individual and organizational perspectives.

Dear Diem Quynh

Companies are facing a true digital revolution. Thanks to the rise of remote work, online shopping, social networks, and the massification of AI, companies must be more knowledgeable about technology and more interested in taking advantage of its potential without neglecting that they must be sustainable and socially responsible, such as clients are. They are increasingly aware of the impact that companies have on society and the environment, and employees are more interested in mental health and the benefits that new technologies offer in this regard. All of this indicates that companies must adapt and innovate if they want to prosper in the first half of the 21st century.

I hope this helps.

Hello. I am very glad that I was able to get acquainted with your research interests. Your research topics are very interesting, and I hope you can find elite research colleagues who are as capable as you.

Yes, there are several free software options available for processing Bio-Rad melt curve data for High-Resolution Melting (HRM) analysis. One such option is R-based software called "HRM," which is specifically designed for HRM curve analysis. It offers various functionalities for analyzing and visualizing melt curve data, including normalization, curve fitting, and genotype calling. Additionally, "MeltDoctor" software provided by Thermo Fisher Scientific is another free tool widely used for HRM analysis. It allows users to analyze and interpret melt curve data generated by Bio-Rad instruments. Both of these software options offer user-friendly interfaces and comprehensive tools for researchers conducting HRM analysis. Researchers can choose the software that best fits their specific needs and preferences while also considering compatibility with their laboratory equipment and workflows. Overall, these free software options provide valuable resources for processing Bio-Rad melt curve data, enabling researchers to efficiently analyze their HRM experiments without incurring additional costs.

Yes, i want with all pleasure

In the dynamic landscape of Human Resource Management (HRM), the integration of Machine Learning (ML) algorithms has emerged as a transformative force, particularly in the optimization of recruitment processes. Among these processes, resume screening and candidate shortlisting stand out as crucial stages where ML algorithms can significantly enhance efficiency, objectivity, and overall effectiveness.

One primary benefit of ML in resume screening lies in its ability to handle vast amounts of data quickly and accurately. Traditional methods of manual resume screening are time-consuming and prone to bias. ML algorithms, on the other hand, can swiftly analyze thousands of resumes, identifying relevant skills, experiences, and qualifications with remarkable precision. This not only expedites the screening process but also ensures a more comprehensive evaluation of candidates.

Moreover, ML algorithms excel in learning patterns and trends from historical data. By training these algorithms on successful past hires and the traits that led to their success within the organization, HR professionals can develop models that predict the likelihood of a candidate's success based on their resume. This data-driven approach helps in shortlisting candidates who align not only with the job requirements but also with the organizational culture and values.

ML algorithms also contribute to mitigating bias in the recruitment process. Human bias, whether conscious or unconscious, can influence decision-making, leading to unfair candidate evaluations. ML algorithms, when designed and implemented carefully, can help eliminate such biases by focusing solely on the relevant qualifications and experience outlined in the resumes. This promotes a more diverse and inclusive recruitment process, ensuring that candidates are assessed on merit rather than subjective criteria.

Additionally, ML algorithms can adapt and improve over time. As new data becomes available and the organization evolves, the algorithms can be continuously refined to reflect changing job requirements and industry trends. This adaptability is a crucial advantage in a rapidly evolving job market, ensuring that the recruitment process remains aligned with the organization's needs.

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A single PCR product can have multiple melting transitions that equate to peaks. The PCR product will appear singular on a gel but the product isn't fully denaturing at a single temperature. Often, one region denatures at a lower temperature (AT rich) while the other half (perhaps GC rich) of the amplicon denatures at a higher temperature. It is a more complex melting behavior due to differences in nucleotide content that are creating more stable and less stable regions of your amplicon that are different enough in Tm to create multiple peaks. Try the melt map version (https://www.dna-utah.org/umelt/quartz/map.php) and it will help you identify the regions and how different they actually are in terms of stability.

Human Resources Management (HRM) plays a pivotal role in the success and functionality of organizations or institutions. To ensure that HRM is given the deserved position for its significant role, a strategic and comprehensive approach is crucial.

Firstly, organizations must recognize HRM as a strategic partner in achieving their goals. HR professionals are not merely administrators; they contribute to the development and execution of business strategies. Leaders should involve HRM in decision-making processes, ensuring that human capital considerations are integrated into organizational strategies. This recognition elevates HRM beyond a support function to a key player in organizational success.

Secondly, investing in the professional development of HR practitioners is essential. HR professionals need to stay abreast of industry trends, emerging technologies, and evolving employment laws. By providing continuous training and development opportunities, organizations empower HRM to stay current and make informed decisions, reinforcing the importance of their role.

Moreover, fostering a culture that values the employee experience can highlight the significance of HRM. Employee engagement, satisfaction, and well-being are integral to organizational success. HRM is responsible for creating and maintaining a positive work environment, managing talent, and addressing workplace issues. Organizations that prioritize employee experience underscore the crucial role of HRM in shaping the workplace and cultivating a motivated workforce.

Additionally, establishing key performance indicators (KPIs) related to HRM functions can quantify their impact. Metrics such as employee retention rates, talent acquisition success, and training effectiveness provide tangible evidence of HRM contributions. By regularly evaluating these KPIs, organizations can measure the effectiveness of HRM strategies and demonstrate their impact on overall performance.

to give HRM the deserved position for its significant role, organizations must view it as a strategic partner, invest in professional development, prioritize the employee experience, and establish measurable KPIs. This holistic approach ensures that HRM is not only recognized but also valued for its integral role in organizational success.

Just afew ideas on what we do.

1. Employee relations. This involves Conflict resolutions through alnalyzing communication patterns and unserstanding possibly areas of conflict. We also do employee engagement that involves knowing emplyees satisfaction, morale and retention rate. We also do compliance and quality assurance. We manage and try to reduce legal risks by adhering to labour laws

2. Recruitment. This a big issue. We are more careful here since experience has showed us that on boarding is very easy but offboarding becomes a very complex matter. Therefore, we consider our orgarnizational needs with special consideration on skills required, adhereance to our core values and our organizational culture, competency and of course qualifications. We examine applications and scruitnize them thoroughly but also conduct interviews. There are times we source through known sources and sometimes we poarch.

But also after on board proces is complete, we do orientation of the employee by introducing them to working environment. we also assign mentors to walk along with them.

3. The other common practise we do is Performance management. As an organization we have stardard forms to be filled by all our employees. We have a template for budgting and work plans that all employees are required to complete. To help each one of them, we bring all of them in a common place and go through on departmental grouping. But also we require our staff to fill appraisal forms. these forms are filled by both the supervisor and the staff and ensure fairnes and create to dialogue in case of areas for improvement.

4. We have other motivational and incentives to our staff through the HR office. These may include but not limited to medical care, giving oocassional food basket, rewarding the best performers, acknowledging most improved departments, staff fun day out and many more.

5. We have also developed the culture of being your brothers keeper. Managers are encouraged to know their weelbeing of the staff in their departments. Those with emotional or physcological needs are reffred to our councellor or Chaplain for help.

I think the above can help you.

I thank you.

Dear Dr,

It must be acknowledged that public sector institutions' performance all over the world seems to be below-par that of the private sector institutions and such kinds of questions and research directed towards the improvement of the public sector are in order.

I will proceed with your first question on how to improve the performance of public sector institutions and I presume that not within the context of the use of AI since the second question triggered such context. My take on improving the performance of the public sector is to first learn from the efficiencies of the private sector. Let's take an example, a private university against a public university. The private university charges moderate tuition fees that can offset most of the expenditures of the university and within that financing model, they can run the university with profits that make the university run for many years without liquidity challenges. On the other hand, when a public university comes to the limelight, it's a different issue altogether. The related fees and tuition fees charged seem to be so unrealistic that they barely meet the basic expenditures of the university. They then resort to subvention from the governmental bodies to defray the remaining expenditures. Another example could help bring more clarity. Take the budgeting and expenditure patterns of the private sector to that of the public sector. One sees that the public sector is disincentivized for running on a surplus budget. The private sector rewards the managers of a firm with bonuses for running on a surplus budget and the remaining surplus is reinvested to generate further surplus and profits the cycle continues sustaining the firm for ages. However, the public sector manager is punished with budget cuts for running a surplus budget, and that makes the manager suffer in the ensuing year with a limited budget. These and others stifle the performance of the managers of the public sector thus affecting the overall performance of the public sector. Hence, the experience of the private sector is a blueprint for the public sector if the public sector institutions are to perform creditably.

On the second question, AI is a great advancement tool that needs to be integrated into the governance structure of the public sector institutions to improve the effective and efficient delivery of public goods to the public. These AI tools can undertake routine tasks and digest a mass of data to help improve both task accomplishments and decisions within the private sector that has adopted it since it emerged. The public sector can do the same to ensure that AI improves their efficiency and effectiveness in task delivery. Thus, the potential of AI in the public sector is enormous for public sector institutions if they selectively rely on better AI systems. This can go a long way to enhance the overall performance of public sector institutions in general with the adoption and integration of AI as a tool for performance. Worth noting is the human resources management of public sector institutions, AI could be used to monitor and accurately track individual performances of public staff. Performance metrics could be fed into AI algorithms to check the performance of staff and this same system can be used to make improvements and suggestions to underperforming staff of public sector institutions. It is in fact, a good tool for HRM in the public sector to effectively leverage individual members of staff within the public sector institutions to perform at a required level. This AI tool can also be used for recruitment drives within public sector institutions as well and to help predict the reliability of recruited staff to add to the overall performance of the public sector institutions.

Thus, AI as a tool has great potential for both the performance of staff and the overall performance of public sector institutions if effectively Integrated within the public sector to leverage its performance.

Agile human resources management (HRM) and job downsizing are two concepts that, at first glance, might seem contradictory. However, when examined closely, an agile approach in HRM can play a crucial role in mitigating the negative impacts of job downsizing and fostering resilience within an organization.

Agile HRM is a methodology that emphasizes flexibility, adaptability, and responsiveness in managing human capital. It is rooted in the principles of the Agile Manifesto, originally designed for software development but increasingly applied to various business functions. In the context of HRM, agility involves quick responses to changing organizational needs, continuous feedback, and collaboration.

When organizations face the challenging decision of job downsizing, an agile HRM approach becomes essential. Instead of viewing downsizing as a one-time event, agile HRM treats it as an ongoing process with a focus on employee well-being and organizational sustainability. Agile HRM enables organizations to reorganize and redistribute resources efficiently, minimizing the negative impact on remaining employees and maintaining productivity.

One key aspect of agile HRM in the context of downsizing is effective communication. Clear and transparent communication is crucial to ensure that employees understand the reasons behind downsizing, the criteria for selection, and the support available to those affected. Additionally, agile HRM involves creating a culture of continuous learning and development, allowing employees to acquire new skills that align with evolving organizational needs.

Moreover, agile HRM facilitates the identification and retention of top talent, ensuring that the organization retains the skills essential for its long-term success. By fostering a culture of adaptability and continuous improvement, agile HRM helps employees navigate the changes brought about by downsizing, contributing to increased job satisfaction and employee morale.

It's a decent starting point,IF your source is representative, and IF you will be following that with other interviews. Otherwise, you lack context to evaluate your source and I would recommend against it. Should you ties your wagon to that star, someone may come along a demonstrate that it is falling.

Hello Marlyn Baliton Gerio

Strategy: involves long-term planning to attract, retain, and develop a high-quality workforce aligned with the educational mission.

Training: focuses on equipping educators and staff with the skills and knowledge needed for effective performance, often through professional development opportunities.

Development: encompasses career growth and personal advancement, including leadership skills, mentorship, and pathways for professional growth.

These concepts are vital for ensuring that the educational workforce is well-equipped to meet the evolving needs of students and the educational environment.

Félix Oscar Socorro Márquez I appreciate your help and guidance.

Esse nome não continuará.

Inteligência só orgânica, só do cérebro (máquina não tem inteligência)

Artificial não é, é criação de N pesquisadores, criação humana

The field of Human Resource Management (HRM) has witnessed significant advancements with the integration of Artificial Intelligence (AI). AI has revolutionized various aspects of HRM, including recruitment, training, performance evaluation, and employee engagement. However, one crucial question remains: Is there a generalized measurement scale available to assess the adoption of HRM-AI collaboration in delivering customized HRM practices? This response argues that while there is no standardized measurement scale yet, researchers have made progress in developing frameworks to evaluate this collaboration.

To begin with, the integration of AI in HRM has led to the customization of practices based on individual employee needs and preferences. This customization can enhance employee satisfaction and productivity. However, measuring the effectiveness and success of such customized practices requires a standardized measurement scale. Currently, there is no universally accepted measurement scale due to the complexity and novelty of this collaboration.

Nevertheless, researchers have made significant strides in developing frameworks that can be used as a starting point for evaluating HRM-AI collaboration. For instance, studies by authors like Wang et al. (2020) propose frameworks that consider factors such as technology acceptance, perceived usefulness, ease of use, and user satisfaction when assessing AI-based HRM systems. These frameworks provide valuable insights into understanding employees' perceptions towards AI-enabled customized HR practices.

Moreover, some organizations have developed their own measurement scales tailored to their specific needs. While these scales may not be generalized across industries or organizations due to their context-specific nature, they serve as valuable examples for other organizations looking to measure the adoption and effectiveness of their own customized HR practices facilitated by AI.

It is important to note that developing a generalized measurement scale for adoption HRM-AI collaboration is challenging due to various reasons. Firstly, different organizations may have different levels of technological infrastructure or resources available for implementing AI-based HRM systems. Secondly, the nature of HR practices may vary across industries, making it difficult to create a one-size-fits-all measurement scale. Lastly, the rapid pace of technological advancements in AI requires continuous updates and modifications to any measurement scale developed.

In conclusion, while there is no standardized measurement scale available yet for assessing the adoption of HRM-AI collaboration in delivering customized HRM practices, researchers have made progress in developing frameworks that can serve as a starting point. These frameworks consider factors such as technology acceptance and user satisfaction. Additionally, some organizations have developed their own context-specific measurement scales. Moving forward, it is crucial for researchers and practitioners to collaborate further to develop a generalized measurement scale that can effectively evaluate the adoption of HRM-AI collaboration across different industries and organizations.

Reference:

Wang, D., Liang, T.-P., & Turban, E. (2020). The impact of AI on future jobs and skills: A taxonomy of job AI readiness. Journal of Management Information Systems, 37(4), 1017-1049.

Certainly, researchers can focus their research perspective on Industry 5.0 (sometimes referred to as Industry 5.0 or Industrial Revolution 5.0) and consider Pakistan for its adoption and implementation. Industry 5.0 is the next phase in the evolution of industries and manufacturing, building upon the foundations of Industry 4.0. It emphasizes human-robot collaboration and seeks to harmonize human skills with advanced automation and robotics.

Implementing ethical Human Resource Management (HRM) practices in Bangladesh, like in many other countries, can be challenging due to various cultural, economic, and organizational factors. Here are some of the challenges or barriers that organizations in Bangladesh may face when trying to implement ethical HRM practices, along with strategies to overcome them:

Overcoming these challenges requires a combination of legal compliance, cultural sensitivity, employee education, and strong leadership commitment. Organizations should continuously assess and adapt their HRM practices to align with evolving ethical standards and the specific needs of their workforce in Bangladesh.

We look forward to your contribution!

Thank you, Faheem Uddin Syed for your suggestion. But my data is not facing any such issue.

I am interested .kindly mail me the details.nagajothi@tnfu.ac.in

AI does not accommodate one on one interaction during recruitment process, this does not allow the employ to test or know the attitude, temperament and confidence of the recruited employee.

Yes, there are changes to the world of work, such as.

Remote work, health and safety protocols, employee well-being and talent management. These changes have affected the human resource management (HRM)

Qualitative designs are helpful for exploring dynamic and complex phenomena that is difficult to measured.

For instance, to examine effects of COVID-19 on HRM. focused on the experience and perceptions of individuals or groups who have faced COVID-19 challenges in their HMR examples managers, employees or customers, these qualitative designs can give rich insights into the challenges and opportunities created for HRM during COVID.

When doing research in any field it is better to start with systematic literature reviews, it will give you a deep insight to the actual state of knowledge in the field, provide you with many research gaps and the good thing is that it includes -most of the time- future research agendas: different theoretical frameworks to use, needed research methodologies and contexts.

As for HMR and employee well-being, what is noticed is that mental health has become a very important and it is rising many growing concerns, especially after the Covid-19 pandemic; so, what is most discussed in HMR is psychological well-being (or psychological Wellness): employee resilience, social anxiety, psychological safety, burnout ... related to

job satisfaction, performance, turnover, organizational dehumanization, sabotage behaviors, work environment, workload, and work-life balance….

Ps: Human capital theory as suggested by sir Ömer Özbey could be a good theoretical framework to such studies.

All the best

Ethical leadership, organizational culture, and ethical behavior in HRM practices are deeply interconnected. Ethical leaders within HRM set the tone and shape the organizational culture by exemplifying ethical conduct and establishing clear expectations. The culture, in turn, reinforces ethical behavior by promoting integrity, transparency, and accountability. Ethical leaders serve as role models, inspiring employees to emulate their behavior. The culture supports ethical decision-making by providing a supportive environment for discussions and guidance on ethical dilemmas. Ethical behavior within HRM practices strengthens the organizational reputation and enhances employee engagement. Ultimately, ethical leadership and a strong ethical culture create a virtuous cycle that fosters ethical behavior and shapes HRM practices in a positive and ethical manner.

Ethical leadership plays a crucial role in shaping the ethical behavior of employees within HRM (Human Resource Management) practices in Bangladesh, as it does in any other context. Here's how ethical leadership influences ethical behavior within HRM practices, with a specific focus on Bangladesh:

Hello Mojgan Vafadar

On your research topic of drug addiction and the role of human resource management, are you referring to:

The HR management role of benefits administration offered by an employer? Or the HR management role of risk mitigation in a workplace scenario?

HR benefits administration would encompass everything from approved unpaid time off to deal with physical symptoms, to paid time off for recovery, shorth-term insurance that would pay a portion of lost wages, health insurance benefits that may cover treatment for addictions, to employee resource groups within the organization.

Whereas HR management of risk would cover drug and alcohol policies and guidelines for supervisors to mitigate risk.

In the vast ocean of scholarly research, where ideas ebb and flow, there are several prestigious peer-reviewed journals that serve as guiding stars in the realms of Management, HRM, Marketing, and the Fisheries industry. These journals act as beacons of knowledge, illuminating the minds of researchers and practitioners alike. In the realm of Management, one can look to the revered Academy of Management Journal, which provides a platform for rigorous inquiry and insightful discoveries. For HRM enthusiasts, the Journal of Applied Psychology emerges as a fortress of wisdom, exploring the intricacies of human behavior and organizational dynamics. Marketing mavens set their sights on the Journal of Marketing, a bastion of innovation, uncovering the ever-evolving strategies and consumer insights. As for the Fisheries industry, the esteemed Fish and Fisheries journal serves as a lighthouse, shedding light on the sustainable management of aquatic resources and the delicate balance between ecological preservation and economic growth. These peer-reviewed journals, like constellations in the scholarly sky, not only elevate the academic discourse but also inspire the pursuit of knowledge, leading researchers and professionals towards new horizons and uncharted waters.

A methodological gap refers to a deficiency or inadequacy in the research methods or approach used in a particular study or field. Identifying a methodological gap involves recognizing a limitation or area for improvement in the methodology employed. Here are some steps to help you identify a methodological gap:

You may refere my research papers. I wrote research papers on job satisfaction, job involvement and organizational commitment.

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Your point of view is so great, and the relevant points are things that I haven't thought deeply about before, thank you very much.

I hope the following attachment will be of use to you

Conflicts within a team can arise for many reasons, some of the most common reasons are:

Differences in Opinion or Perspective: Team members may have different ideas or perspectives on how to approach a task or project. This can result in disagreements, which if not managed properly, can escalate into conflicts.

Personalities and Communication Styles: People have different personalities and communication styles, and this can lead to conflicts when individuals struggle to understand or work effectively with each other.

Competition for Resources: In a team setting, resources such as time, budget, and recognition are often limited. This can lead to competition between team members, which can result in conflicts over how these resources are allocated or used.

Power Struggles: Conflicts can arise when team members have different levels of power, status, or influence within the team. This can lead to disagreements over decision-making, delegation of responsibilities, and other aspects of team dynamics.

It's important for organizations to identify and address the root causes of conflicts within teams to ensure that they don't escalate and negatively impact team performance and morale. HR professionals play a critical role in managing these conflicts and finding mutually acceptable solutions.

Hi there, Dinesh! I would like to collaborate. I just sent a position paper about interdisciplinary approach in OD/HRM in relationship with wellbeing.

Dear Omar, You might find it helpful to read the following article, which specifically discusses HRM in a project management setting: Huemann, M., Keegan, A. and Turner, R.J. (2007), “Human resource management in the project-oriented company: a review”, International Journal of Project Management, Vol. 25 No. 3, pp. 315-323. Also, I set out to contrast corporate HRM with project-specific HRM in my own paper: David Shaw, (2017) "Managing people and learning in organisational change projects", Journal of Organizational Change Management, Vol. 30 Issue: 6, pp.923-935, https://doi.org/10.1108/ JOCM-11-2016-0253. Best regards, David

Good questionnaire. Good Luck

International Journal of Management Research and Emerging Science

This journal is recognized by Higher education commission of Pakistan and a quarterly free publishing journal.

I have found another one: Ability, Motivation, and Opportunity framework. Can you especially share those related to work design, employee related, and organizational factors related?

There are several software options available for HRM PCR primer design, each with its own unique features and capabilities. Some of the most popular and widely used software for HRM PCR primer design include:

Ultimately, the best software for HRM PCR primer design will depend on your specific needs and the features that you require. It is recommended to try different software and compare the results to find.

Dear Ahmed M. Asfahani,

Yes, I am interested in international research and scientific cooperation and in joint publishing. In the issue of human resource management, a lot may have changed in companies and enterprises where the SARS-CoV-2 (Covid-19) coronavirus pandemic changed the mode of stationary work to remote work via the Internet or hybrid. This was due to the quarantine and lockdown periods imposed on companies and businesses operating in specific industries and sectors during the pandemic. During the pandemic, in many companies, work previously provided exclusively by employees in a stationary mode was converted to a remote mode. In some companies, this was a new mode of work, which also resulted in the application of new personnel management solutions. ICT and Internet information technologies proved to be helpful in this regard, including web-based videoconferencing platforms, cloud computing, intranet systems supplemented by web-based applications allowing remote communication with employees doing work outside the company, such as from home. This situation has necessitated in some companies the use of a management style within a distributed, virtual organization, etc. However, this kind of remote management model can be applied not for all kinds of professions, occupations and professional activities. This kind of management model is adequate for freelance professionals, creators, contractors of project work, task work, including, but not limited to, IT specialists, analysts, contractors of orders and works involving the development of works, in which the key issue is self-discipline, commitment, creativity, innovation, etc. of the independent worker. On the other hand, this kind of remote personnel management model is not suitable for manufacturing enterprises, where the key sphere of economic activity is the production of products carried out on the basis of a complex production process carried out on machines located on the factory floor of the enterprise. In this type of business entities during economic crises, often the technological processes of production are improved, innovations of production logistics are applied, the level of objectification of labor is increased, new information technologies of ICT and Industry 4.0 and others are implemented, thanks to which the issue of profitability of production processes and quality of manufactured products is improved. As a result, personnel management styles may also change. In typical technology companies, a particularly important issue of human resources management is the activation of employee innovation through the use of an appropriate system of financial and non-financial motivation of employees. The increased importance of activating innovation, improving the logistics of manufacturing processes, using new information technologies to improve the management of the company has appeared in such management styles as Kaizen, Kanban and Poke-Yoke, for example. On the other hand, ICT information technologies have made it possible to increase the use of outsourcing and specialization of cooperating cooperators.

Best regards,

Dariusz Prokopowicz

You may need to check the following Book out:

Strategic human resource management

C Bailey, D Mankin, C Kelliher, T Garavan - 2018 - books.google.com

If it has been working normally for a long time, and in the end it has errors, it may be due to hard drives, or others, if it reinstalls and continues the same, you have to resort to software support or a specialist who analyzes and can solve it, `because it is of investigative experimentation work

Most organizations follow green human resource management practices in the global context. Assessing and investigating on green HRM practices which are being practiced will contribute significantly to the HRM field academically and practically.