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Human Resource Management - Science topic

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Need suggestions for reputable journals in the area of HRM and business management. Even , list of international peer-reviewed which is open access and listed in Europe or America.
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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
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By previously publishing your research, what are the best scientific journals in the field of business administration, human resources management, or entrepreneurship, so that they are classified as Q1 or Q2, taking into account: 1- Decrease in publishing fees 2- Flexibility in dealing 3- Speed ​​of publishing procedures 4- Reduced probability of the magazine falling out of the Q1 or Q2 rating
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Thank you for your fruitful engagement and appreciated work.
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The introduction of artificial intelligence transformed the job market into a scenario that generates both positive and negative feelings among workers. AI offers inevitable advantages to productivity and economic expansion but its deployment causes equivalent legitimate worries regarding long-lasting employment elimination and lowered wages together with increasing inequalities. This research review analyzes new research findings to analyze various AI employment effects plus it reveals immediate position reductions and future business adjustments. Research examines how employment changes affect overall economics and describes how employers should intervene and how workers respond at the individual level. The research framework defined by present-day scholarship adopts extensive knowledge foundation to show both advantages and difficulties of AI systems that serve operational tools for building ethical workplaces that fuel worker development and fairness.
I. The Macroeconomic Impact of AI on Employment
The introduction of AI into the economy is expected to have broad macroeconomic ramifications, influencing employment levels, wage structures, and overall economic growth. The impact of AI on employment is not uniform. Some sectors and skill levels are likely to experience more significant changes than others.
One crucial aspect to consider is the effect of AI on job creation and destruction. Studies using agent-based modeling (ABM) offer valuable insights into this complex interplay [6]. ABMs simulate the interactions of individual, business, and governmental agents, allowing researchers to forecast AI's impact on societal frameworks. These models can track trends in AI adoption, employment shifts, and regulatory responses, providing valuable insights for policymakers. The long-term implications and ethical considerations of AI's societal effects can be further explored using ABMs [6].
However, the macroeconomic effects of AI are not uniform across all regions and economies. A comparative analysis of India and the United States reveals significant structural differences in labor markets [9]. The study focuses on skill-based employment and wage distributions, alongside automation risks and AI preparedness. The analysis shows that developing economies like India face a "double vulnerability" – a concentration of employment in low-skill occupations and jobs with higher automation potential [9]. This highlights the need for tailored policy interventions to address the diverse impacts of AI across different stages of economic development [9].
Active labor market policies (ALMP) play a critical role in mitigating the negative consequences of technological change and facilitating workforce adaptation. Research evaluating the macroeconomic effects of ALMP in Germany provides valuable insights into the effectiveness of different policy instruments [8]. Using a novel instrumental variables approach, the study finds that wage subsidies can increase the share of workers in unsubsidized employment while lowering long-term unemployment and welfare dependency [8]. These findings underscore the importance of well-designed ALMPs in navigating the challenges posed by AI and promoting a more inclusive labor market [8].
II. Short-Term Disruptions and Sectoral Impacts
The immediate effects of AI on employment are often characterized by sectoral disruptions and shifts in skill demand. Some industries are more susceptible to automation than others, leading to job displacement and the need for workforce retraining.
The impact of external factors, such as natural disasters, can further complicate the employment landscape. Research on the short-term impacts of hurricanes on US employment reveals the vulnerability of certain sectors to external shocks [7]. The study analyzes employment changes at the county level, highlighting potential losses in hospitality and leisure industries after extreme storms [7]. While the overall changes may seem small due to compensation among sectors, large concentrated losses can occur [7]. This underscores the importance of considering external factors when assessing the immediate impacts of AI and developing targeted support for affected workers [7].
The introduction of the minimum wage can also interact with the effects of AI, particularly in low-wage sectors. Research on the long-term effects of the minimum wage in Germany, conducted after its introduction in 2015, provides valuable empirical evidence [4]. The study indicates a small negative effect on dependent employment, with the effects being more pronounced in regions that were highly affected by the minimum wage in 2015 and 2019 [4]. This suggests that the minimum wage may amplify the negative employment effects of AI, especially in low-wage regions and sectors undergoing automation [4].
III. Long-Term Transformations and the Future of Work
Beyond the immediate disruptions, AI is poised to fundamentally reshape the nature of work in the long term. This section explores the potential for new job creation, the evolution of required skills, and the changing dynamics of the employer-employee relationship.
One area of change is the rise of online labor markets and the gig economy. These platforms provide workers with direct access to buyers in rich countries, potentially improving human welfare [10]. However, concerns about exploitation and unfair labor practices persist. Research examining worker perceptions of online employers reveals a nuanced picture [10]. While workers perceive online employers as slightly fairer and more honest than offline employers, the effect is not significant [10]. The study also reveals a more polarized view, with some workers reporting very positive experiences [10]. This highlights the need for careful monitoring and regulation of online labor markets to ensure fair treatment and protect worker rights [10].
The development of AI itself is creating new opportunities for employment. The field of AI requires a diverse set of skills, including data science, machine learning, and software engineering. However, the skills required to thrive in the age of AI are not limited to technical expertise. Soft skills such as critical thinking, problem-solving, and creativity are becoming increasingly valuable. The development of these skills requires an investment in education and training, as well as a shift in the way we approach work and career development [6].
IV. Technological Advancements and AI Implementation
The effectiveness of AI in various applications depends on the underlying technological advancements and the specific implementation strategies. This section examines how these factors influence the employment landscape.
The development of robust and adaptable AI systems is crucial for maximizing the benefits and minimizing the risks of AI implementation. For instance, in the context of spectrum occupancy mapping, systems that are robust to the number of sensors, noise, and threshold levels are essential [5]. Such systems can be designed using neural networks and a process of aggregation, enabling them to operate effectively even with varying input conditions [5]. This highlights the importance of developing AI systems that can adapt to different environments and user needs [5].
The application of AI in specific domains, such as sequential recommendation systems, also has implications for employment [1]. These systems can be used to model user interests and predict future interactions [1]. The development of interest dynamics modeling frameworks using generative neural processes, such as IDNP, can provide more accurate and personalized recommendations [1]. This, in turn, can improve the efficiency and effectiveness of online platforms, which can have indirect effects on employment [1].
V. Fairness and Equity in the Age of AI
As AI becomes more prevalent, ensuring fairness and equity in its application is paramount. Bias in algorithms, unequal access to training and resources, and the potential for algorithmic discrimination pose significant challenges.
Fairness considerations extend beyond the design of AI systems to encompass the broader labor market context. For example, the performance of coded caching schemes is sensitive to worst channel quality, which is exacerbated when communicating over fading channels [3]. To address this limitation, online schemes can combine joint scheduling and power control with congestion control, ensuring fairness across users [3]. This highlights the importance of designing AI systems that consider the diverse needs and capabilities of their users, promoting equitable access to opportunities and resources [3].
VI. Future Directions and Conclusion
The research reviewed indicates that AI's impact on employment is complex and multifaceted. It requires a comprehensive approach that considers both short-term disruptions and long-term transformations. Future research should focus on several key areas:
  • Developing robust and adaptable AI systems: This includes developing systems that can operate effectively in diverse environments and user needs.
  • Understanding the evolving skill requirements: This includes identifying the skills that are most valuable in the age of AI and developing effective training programs.
  • Addressing the ethical and societal implications of AI: This includes developing guidelines and regulations to ensure fairness, equity, and transparency in the application of AI.
  • Monitoring and evaluating the impact of AI on employment: This includes collecting data on employment trends, wage structures, and the experiences of workers.
  • Designing effective labor market policies: This includes developing policies that can help workers adapt to the changing demands of the labor market and mitigate the negative consequences of AI.
In conclusion, the integration of AI into the employment landscape presents both significant opportunities and formidable challenges. While AI has the potential to boost productivity, create new jobs, and improve the quality of work, it also poses risks of job displacement, wage inequality, and social disruption. A proactive and informed approach is essential to navigate this complex terrain. This includes investing in education and training, promoting fair labor practices, implementing effective labor market policies, and fostering a culture of innovation and adaptation. By embracing a holistic and human-centered approach, we can harness the transformative power of AI to create a more equitable and prosperous future of work for all.
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References
  1. Jing Du, Zesheng Ye, Lina Yao, Bin Guo, Zhiwen Yu. IDNP: Interest Dynamics Modeling using Generative Neural Processes for Sequential Recommendation. arXiv:2208.04600v1 (2022). Available at: http://arxiv.org/abs/2208.04600v1
  2. Philip F. Hopkins. The Importance of Subtleties in the Scaling of the 'Terminal Momentum' For Galaxy Formation Simulations. arXiv:2404.16987v1 (2024). Available at: http://arxiv.org/abs/2404.16987v1
  3. Apostolos Destounis, Mari Kobayashi, Georgios Paschos, Asma Ghorbel. Alpha Fair Coded Caching. arXiv:1701.07730v1 (2017). Available at: http://arxiv.org/abs/1701.07730v1
  4. Marco Caliendo, Nico Pestel, Rebecca Olthaus. Long-Term Employment Effects of the Minimum Wage in Germany: New Data and Estimators. arXiv:2310.15964v1 (2023). Available at: http://arxiv.org/abs/2310.15964v1
  5. Abbas Termos, Bertrand Hochwald. Deep Multi-Emitter Spectrum Occupancy Mapping that is Robust to the Number of Sensors, Noise and Threshold. arXiv:2212.10444v2 (2022). Available at: http://arxiv.org/abs/2212.10444v2
  6. Joao Tiago Aparicio, Manuela Aparicio, Sofia Aparicio, Carlos J. Costa. Predicting the Impact of Generative AI Using an Agent-Based Model. arXiv:2408.17268v1 (2024). Available at: http://arxiv.org/abs/2408.17268v1
  7. Gan Zhang, Wenjun Zhu. Characteristics and Predictive Modeling of Short-term Impacts of Hurricanes on the US Employment. arXiv:2307.13686v3 (2023). Available at: http://arxiv.org/abs/2307.13686v3
  8. Ulrike Unterhofer, Conny Wunsch. Macroeconomic Effects of Active Labour Market Policies: A Novel Instrumental Variables Approach. arXiv:2211.12437v1 (2022). Available at: http://arxiv.org/abs/2211.12437v1
  9. Venkat Ram Reddy Ganuthula, Krishna Kumar Balaraman. Skill-Based Labor Market Polarization in the Age of AI: A Comparative Analysis of India and the United States. arXiv:2501.15809v2 (2025). Available at: http://arxiv.org/abs/2501.15809v2
  10. John Horton. The Condition of the Turking Class: Are Online Employers Fair and Honest?. arXiv:1001.1172v1 (2010). Available at: http://arxiv.org/abs/1001.1172v1
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Dear Saikat Barua , I have related research question with so many good contributions. Hope that it will be of some help for your research.
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Are all HR practices affected by AI technologies to the same extent? Does opinion differ from one work environment to another?
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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.
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What will be the AI scale (briefly) that will impact HRM?
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Kindly suggest me the developed scale for this ..if possible
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I am working on my research, which will focus on the role of Green HRM practices in employee retention, and I need to find a valid and reliable questionnaire to use for my research. Thank you so much in advance.
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وعليكم السلام ...نعم بامكاني المساعدة
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Hello ResearchGate Community,
In my doctoral journey, I am deeply passionate about the future of work and its evolving dynamics. My research delves into the intersection of neuro-leadership, talent ecosystems, and digital transformation, with a focus on:
1. Leadership in the Digital Age: Identifying and developing leadership traits, particularly for neuro-leadership for tech-driven environments. 2. Talent Ecosystems: Building sustainable systems integrating AI, employee experience, and lifelong learning. 3. High-Performance Work Systems: Driving agility, innovation, and resilience in disruptive times. 4. Culture Transformation: Aligning culture with digital transformation and inclusivity goals. 5. Digital Transformation: Enabling successful adoption through leadership and talent management. 6. Organizational Performance: Measuring the impact of leadership, talent ecosystems, and digital transformation on innovation and engagement. I’m eager to connect with fellow researchers, professionals and practitioners those are working or have worked on similar areas. Let’s collaborate, share insights, or discuss ideas to explore more into these relatively less explored research avenues! Feel free to drop me a direct message here or email at talentlab1.0@outlook.com Looking forward :)
Looking forward to engaging with this amazing community!
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يمكن ان تجد اجابتك في التفاعلية لموقفية
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Cross-cultural Adaptation in International Assignments Within the Disruptive Technology Sector
Bryan Christiansen
Southern New Hampshire University (USA)
Mergen Dyussenov
Astana IT University (Kazakhstan)
ABSTRACT
The growing interconnectedness of global business has led to a surge in international assignments, especially in the disruptive technology sector. Despite their importance, the large failure rates of these assignments highlight the need for effective strategies to support cross-cultural adaptation. This study examines the key factors that influence the success of international assignments, with an emphasis on the challenges and opportunities within the disruptive technology sector. To address the central question — "What factors affect the effectiveness of international assignments in cross-cultural settings?" — this study uses an integrative literature review to analyze findings from empirical, theoretical, quantitative, qualitative, mixed-method, and ethnographic research. The findings suggest that cultural intelligence, overcoming language barriers, building trust, and adapting to diverse cultural environments are critical to achieving positive outcomes. The study also introduces the concept of Third Culture Individuals (TCIs), i.e. those uniquely positioned to overcome cross-cultural challenges due to their ability to seamlessly integrate into different cultural environments. By identifying these factors, this study offers insights into international human resource management, offering practical strategies to improve the success rates of international assignments. These findings have broader implications for strengthening organizational competitiveness and advancing individual career growth in a globalized economy.
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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
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In the literature I see most researchers developing their own but I am looking for a survey that has been validated by prior use, if one exists.
My goal is to identify how satisfied employers are with the skills and knowledge of new university graduates that they interview / hire.
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I am looking for the same answer (8 years later). Any additional insights?
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Hello,
I am actively seeking opportunities as an Assistant Professor in Management/Marketing. With nearly 4 years of teaching experience (Guest faculty at Delhi University) and a Ph.D. focus on social media influencers and brand image, I bring strong research and teaching expertise in digital marketing, Banking and Insurance and Human Resource management.
Open to both remote and on-site roles.
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I don't have any authorities to do anything now because I completedly retired.
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Define public administration
define human resource management
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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.
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Hi everyone
Could you please guide me to find journals which allow to be submitted the papers with more that 8000 words in the field of Management, HRM and organizational research.
Thank you in advance
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Q 3 or Q4 . Are there any journals which permit more than 12000 words ?
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Post COVID-19, certain Hotels network's ongoing HR system was not able to fulfill the drawn- out needs of the worldwide labor force. Since the launch, the workforce in the US have been utilizing this upgrade and finding it productive, the new HRM modules automate the organization and the daily HR exercise such as core HR processes, recruiting, payroll, absence management, performance evaluation, compensation, and learning. The module is also available in multiple languages.
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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.
Context of the Problem:
The hospitality industry in Indonesia, especially large hotels, faces increasingly complex HR challenges, including:
  • Intense competition: Demands operational efficiency and excellent service.
  • High mobility: Hotel employees often work remotely or in various locations.
  • Dynamic regulations: Requires an HR system that is adaptive to changing labor laws.
  • Modern employee expectations: Employees want easy access to information and HR services, as well as a personalized work experience.
What Large Hotels in Indonesia are Doing:
Many large hotels in Indonesia have realized the importance of modern cloud-based HR systems to address these challenges. Some examples and verifiable sources:
  • Accor Group: Uses a cloud-based property management system (PMS), such as OPERA Cloud, which is integrated with HR modules.
  • Hotel Mulia Senayan: Implements a cloud-based HRIS (Human Resources Information System) to improve efficiency and employee services.
  • The Ritz-Carlton Jakarta: Uses a cloud platform to manage employee data, recruitment, training, and career development.
Benefits Experienced:
Hotels that have switched to Cloud Suite generally experience benefits such as:
  • Increased efficiency: Automation of administrative processes, payroll, and absence management.
  • Better decision-making: Comprehensive HR data analysis to support talent management strategies.
  • Improved employee engagement: Easy access to information and HR services through mobile platforms.
  • Scalability and flexibility: The system can be adapted to the evolving needs of the hotel.
  • Cost savings: Reduced IT infrastructure and maintenance costs.
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.
Reference:
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There are different types of appraisal mechanism in the banking industry in Bangladesh. All the techniques have some merits and demerits. However, financial industry require evaluation of employees considering both qualitative and quantitative factors. In depth, these factors doesn’t provide continuous evaluation result for which the decision makers has to wait for feedback. A central and continuous appraisal mechanism can aid the decision makers to undertake prompt and better decision in a unbiased manner.
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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:
  • Quarterly Performance Check-ins: Shifting from annual to quarterly discussions ensures more timely and actionable performance insights.
  • Clarity of Expectations: Employees gain a clear understanding of their roles and their manager’s expectations.
  • Frequent Feedback: Regular 1:1s enable timely coaching and provide acknowledgment for accomplishments.
  • Support for Development: Managers proactively identify individual needs and create opportunities for growth.
Results:
  • Quantitative: Increased engagement and productivity, reduced absenteeism, and decreased attrition.
  • Qualitative: Employees report overwhelming satisfaction with their managers, citing clear expectations, frequent feedback, and consistent development support.
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!
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How psychology effect for the HRM and day to day activities
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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.
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1. Scrutinise the applicability of established consumer behaviour and psychological theories pertaining to human subjects in the context of avatars within the Metaverse.
2. It will explore the hypothesis that the psychology driving human consumers may diverge when mediated through avatars, potentially altering decision-making processes.
3. As Metaverse retail environments increasingly deploy avatars as shopping assistants, this research will critically assess the implications for human resource management (HRM), positing a shift towards ‘avatar resource management’.
4. This investigation will rigorously evaluate the degree to which current models of consumer behaviour and HRM retain validity when transferred to the realm of avatars.
5. It will also consider the role that AR/VR technologies play in facilitating consumer decisions, drawing on recent studies (e.g., Qin et al., 2021).
6. The research will explore how much avatars and the Metaverse affect consumer choices, helping to develop a detailed understanding of the Metaverse.
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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:
  1. User-Avatar Relationship: The realism of avatars can greatly enhance the relationship users have with them, leading to increased engagement and intention to use the avatar. Studies show that more realistic avatars foster a stronger psychological connection, which can improve user satisfaction and shopping experiences​.
  2. Social Presence and Interaction: Avatars facilitate social interaction within the metaverse. When users can interact with others through avatars, it creates a sense of community and enhances the shopping experience. This social presence can encourage users to feel more comfortable exploring products and services, potentially leading to higher conversion rates​.
  3. Embarrassment and Consumer Behavior: The presence of avatars can influence feelings of embarrassment during purchases, especially for sensitive products. Avatars representing employees can either alleviate or exacerbate these feelings, depending on their approach to customer interactions. Empathetic employee avatars can create a more welcoming environment, reducing anxiety around embarrassing purchases.
  4. Market Opportunities: As brands and retailers experiment with the metaverse, they are beginning to understand the unique challenges and opportunities it presents. The integration of digital currencies and the creation of virtual stores will reshape how products are marketed and sold​.
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I am privileged to coin the term "Sustainable Human Resource Management" in 2003 (see Peggy's LinkedIn posting link below) and published twelve new theories in the last two decades to shape the new and emerging field of sustainable HRM to achieve corporate ESG sustainability outcomes.
Businesses need organisational human capital to implement corporate ESG business strategies which benefit society and companies. Jobs and Skills Australia, an Australian Government Department has listed sustainability related skills for employees as a priority for business competitive advantage.
I have helped and continue to assist universities and management institutes around the world to introduce corporate sustainability and sustainable HRM courses in the MBA and UG curriculum to develop the required sustainability related skills among graduates to gain employment, as indicated by Jobs and Skills Australia.
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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.
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my topic is
INTERNATIONAL HUMAN RESOURCE MANAGEMENT IN A CROSS-CULTURAL EDUCATIONAL ORGANIZATION; PRACTICES AND CHALLENGES: A CASE STUDY OF APTS. It's a case study so i would need some help with methodology and tools to conduct this study
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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.
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In the context of Human Resource Management, AI/ML models are increasingly being used to predict employee performance, engagement, and retention. However, developing models that are both accurate and fair presents unique challenges. This question seeks to explore the best practices for building these predictive models, including selecting the right data, optimizing model performance, and ensuring they can adapt to evolving employee behaviors and organizational needs. Moreover, the discussion focuses on addressing potential bias in the models, promoting fairness, and ensuring ethical considerations are incorporated in their design. The goal is to uncover innovative solutions that allow HR professionals to harness AI/ML effectively while maintaining fairness and trust within the organization.
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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.
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· Define and describe the concept of sustainable HRM
· Benefits of sustainable HRM/ Impacts of HRM – key advantages of sustainable HRM
· Discuss how an organization can implement this strategic approach to sustainable HRM
· Challenges faced by organizations
· Strategies organizations can use to overcome the challenges of implementing sustainable HRM
· Identify some of the innovative approaches that can be used for sustainable HRM
· Identify steps and methods these organization can use to measure sustainable HRM
· Identify how sustainable HRM aligns with specific SDGs
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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
  • Definition: Sustainable HRM refers to the adoption of HR practices that promote long-term social, environmental, and economic sustainability within organizations. It integrates traditional HRM with sustainability goals, ensuring that the workforce management contributes to sustainable business practices and societal well-being.
  • Description:Emphasize that sustainable HRM focuses on balancing business objectives with environmental stewardship and social responsibility. Highlight the concept’s evolution from traditional HRM, which primarily focused on economic outcomes, to include a broader sustainability perspective.
2. Benefits of Sustainable HRM / Impacts of HRM – Key Advantages of Sustainable HRM
  • Employee Engagement: Sustainable HRM fosters a positive workplace culture, leading to higher levels of employee engagement and retention.
  • Brand Reputation: Organizations that practice sustainable HRM are viewed more favorably by customers, investors, and the public.
  • Cost Efficiency: By promoting practices like reducing waste and energy use, sustainable HRM can lead to cost savings.
  • Long-Term Viability: Ensures the long-term health and sustainability of the organization by considering the broader impact on society and the environment.
3. Discuss How an Organization Can Implement This Strategic Approach to Sustainable HRM
  • Develop a Sustainability-Oriented HR Policy: Include sustainability goals in HR policies and practices, such as recruitment, training, performance management, and employee relations.
  • Employee Training and Development: Invest in training programs that emphasize sustainability competencies and awareness.
  • Sustainable Talent Management: Focus on recruiting and retaining employees who align with the organization’s sustainability values.
  • Promote Work-Life Balance: Encourage flexible work arrangements and wellness programs to support the well-being of employees.
  • Integrate Sustainability into Performance Metrics: Include sustainability objectives in employee performance appraisals and reward systems.
4. Challenges Faced by Organizations
  • Cultural Resistance: Employees and managers may resist changes, especially if they are accustomed to traditional HR practices.
  • Resource Constraints: Implementing sustainable HRM practices may require significant investment in training, development, and systems.
  • Lack of Awareness: A lack of understanding of the importance of sustainability within the organization can hinder adoption.
  • Measuring Impact: Difficulty in quantifying the impact of sustainable HRM initiatives on organizational performance.
5. Strategies Organizations Can Use to Overcome the Challenges of Implementing Sustainable HRM
  • Change Management Programs: Implement change management strategies to address cultural resistance, including communication and leadership involvement.
  • Leverage Technology: Use HR analytics and other technologies to efficiently manage and monitor sustainable HR practices.
  • Cross-Functional Collaboration: Engage various departments in sustainability efforts to create a unified approach.
  • Education and Awareness Campaigns: Conduct regular workshops, seminars, and training sessions to enhance awareness and knowledge about sustainability within the organization.
6. Identify Some of the Innovative Approaches That Can Be Used for Sustainable HRM
  • Green Recruitment: Implement eco-friendly recruitment practices, such as paperless processes and virtual interviews.
  • Sustainable Leadership Development: Focus on developing leaders who prioritize sustainability in decision-making and strategy formulation.
  • Employee Sustainability Networks: Create networks or committees within the organization dedicated to promoting and implementing sustainability initiatives.
  • Corporate Social Responsibility (CSR) Programs: Integrate CSR into HR practices by involving employees in community service and sustainability projects.
7. Identify Steps and Methods These Organizations Can Use to Measure Sustainable HRM
  • Sustainability Metrics: Develop key performance indicators (KPIs) related to sustainability, such as carbon footprint reduction, employee turnover rates, and diversity metrics.
  • Employee Feedback: Use surveys and feedback tools to gauge employee satisfaction and awareness regarding sustainability initiatives.
  • Benchmarking: Compare the organization’s sustainability performance with industry standards and best practices.
  • Regular Audits and Reporting: Conduct regular sustainability audits and report on progress to stakeholders.
8. Identify How Sustainable HRM Aligns with Specific SDGs
  • SDG 3: Good Health and Well-being: Promotes employee well-being through health and safety programs.
  • SDG 5: Gender Equality: Encourages diversity and gender equality in the workplace.
  • SDG 8: Decent Work and Economic Growth: Fosters fair labor practices, inclusive growth, and sustainable economic development.
  • SDG 13: Climate Action: Supports actions to reduce the organization’s environmental impact, such as reducing carbon emissions and promoting green initiatives.
  • SDG 17: Partnerships for the Goals: Engages in partnerships with external organizations to advance sustainability efforts.
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"Seeking insights on current postdoctoral opportunities in universities abroad for research in enhancing well-being of employees through sustainable human resource management and topics other than this. Interested in understanding application procedures, eligibility criteria, and potential research funding opportunities. Any experiences or advice from current postdocs or faculty members would be greatly appreciated!"
Thanking You in Advacnce
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Thank you for the information Chuck A Arize
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i just want to know whether or not graduate student with Masters in Business Administration can straight forward be offered PHD in relevant field of study at the university
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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.
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I WANT RO KNOW THE CONCEPT ANALYSIS OF EDUCATIONAL LEADEERSHIP, HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
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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.
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Respected members
I am attempting to develop a research paper on human resources management and behavioural finance. I need a good article that can help me.
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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.
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I want to know the theories for addressing challenges encountered in the implementation of HRMIS/HCMIS/HRIS in Tanzania. Are they flexible in Tanzanian context?
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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).
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Hello, we want to do methylation study with the Hıgh Resolution Melting Curve (HRM) method. Is there anyone using this method? Is there a study protocol you use? Thank you for your help and support.
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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:
  1. Sample Preparation:Isolate genomic DNA from your sample of interest (e.g., tissue, blood, cells). Treat the DNA samples with bisulfite to convert unmethylated cytosines to uracil, while methylated cytosines remain unchanged.
  2. Primer Design:Design primers targeting the region of interest, which may include CpG islands or specific gene promoters known to undergo methylation changes. Ensure that the primers are specific to bisulfite-converted DNA sequences and avoid regions with repetitive sequences or SNPs.
  3. PCR Amplification:Perform PCR amplification using bisulfite-converted DNA as the template and methylation-specific primers. Optimize PCR conditions, including primer concentrations, annealing temperatures, and cycling parameters, to ensure specific and efficient amplification of the target region.
  4. HRM Analysis:After PCR amplification, subject the samples to high-resolution melting curve analysis using a real-time PCR instrument equipped with HRM capabilities. Gradually increase the temperature to denature the PCR products, while continuously monitoring fluorescence. Methylation-specific differences in DNA melting behavior will result in distinct melting curves, allowing for the detection of methylation patterns.
  5. Data Analysis:Analyze the HRM data to identify differences in melting curves between methylated and unmethylated samples. Use software or algorithms to normalize and compare the melting curves, and determine the methylation status of the target region based on curve shape, melting temperature (Tm), and other parameters. Validate the results using appropriate controls and reference standards, such as fully methylated and unmethylated DNA samples.
  6. Validation and Interpretation:Validate the methylation status of the target region using independent methods, such as bisulfite sequencing or methylation-specific PCR (MSP). Interpret the results in the context of your research objectives and biological significance, considering factors such as the location of methylation sites, their association with gene expression, and potential implications for disease or phenotype.
  7. Reporting and Documentation:Document the experimental procedures, including sample preparation, primer sequences, PCR conditions, and HRM analysis parameters. Present the results clearly and accurately, including graphical representations of melting curves and statistical analysis of methylation differences.
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I want to read a book about human resources management. What do you advise me?
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HR Disrupted :It's time for something different ,Lucy Adams
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We are sponsoring a special issue of Research in HRM on AI and Human Resource Management. I would like to send the call for papers to researchers conducting research on the topic.
Thanks,
Dianna Stone
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Hi Prof Stone,
I am researching on AI applications in hrm , use of metaverse and blackchain in HRM
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Anyone interested please contact with me
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Yes, I am interested.
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Dear Friends,
We from the Rajagiri Group of Institutions are proposing a book project titled "Emerging Trends in HRM". Those who are willing to contribute chapters, can share their chapters with us. The book will have an ISBN. It will also be listed in leading online book stores.
Terms and conditions:
* Well typed in a word document
* Title - 16 font size
* Subtitles - 14 font size
* Contents - 12 font size
* Justified alignment
* 1.5 line spaced
* 6000 - 8000 words or 20 pages
Come, and collaborate with a highly professional team of academics from a leading group in educational development in India.
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Please proceed with the submission to jayasri@rajagiri.edu. Thank you for the response.
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Recruitment, selection, and retention are pivotal aspects of human resource management especially within the public sector in the Philippines. Considering the unique challenges and dynamics of governmental organizations, what strategies can be implemented to enhance the efficiency and effectiveness of recruitment, selection, and retention practices in the Philippine public sector? How can these strategies address issues such as talent acquisition, meritocracy, diversity, and employee engagement while aligning with the principles of transparency, accountability, and fairness inherent in public administration?
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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.
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2. Analyze how HRM should change in order to support changes in company needs.
Can anyone helps me to answer these questions?
#hrm
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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.
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HRM
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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.
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research
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Perhaps, a research on optimizing workload.
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Dear fellow scholars,
I hope this message finds you well. My name is Ahmed Asfahani, and I am deeply engaged in the field of Human Resource Management (HRM). With a keen interest in expanding the boundaries of our understanding and improving practices within HRM and related business fields, I am reaching out to explore potential international collaborations.
My academic journey and professional experience have fortified my expertise in HRM, and I am eager to bridge knowledge across different cultures and business practices. While my primary focus is HRM, my curiosity and research interests extend to a wide array of business-related topics, including but not limited to organizational behavior, leadership, strategic management, and employee relations.
Furthermore, I bring to the table my proficiency in data analysis, with advanced skills in using SPSS and AMOS. Whether it is designing research studies, analyzing complex datasets, or interpreting results, I am well-equipped to contribute significantly to our joint research endeavors.
I am particularly interested in projects that aim to:
· Explore cross-cultural differences in HR practices.
· Investigate the impact of leadership styles across different business contexts.
· Analyze the relationship between employee well-being and organizational performance.
· Any other innovative topic that intersects with our mutual interests.
This invitation is open to scholars from all business disciplines who are interested in collaborative research that transcends geographical and disciplinary boundaries. Whether you have a project in need of a data analysis expert or are in the early stages of formulating a research idea, I am excited to discuss how we can work together.
Collaboration is the cornerstone of groundbreaking research, and I believe that our joint efforts can lead to meaningful insights and contributions to the academic community and beyond. If you are interested in discussing potential collaboration opportunities or have a project in mind, please feel free to contact me directly via email at a.asfahani@ubt.edu.sa.
Thank you for considering this opportunity. I look forward to the possibility of working together to advance our field and make a lasting impact.
Warm regards,
Ahmed
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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.
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I want to do HRM analysis from melt curve data which was generated from RT-PCR instrument of Bio-Rad CFX96. In our lab, we have no original software from Bio-Rad (Precision Melt Analysis Software). Now, we are stuck. Any suggestion for free software that could process Bio-Rad melt curve data for HRM analysis?
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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.
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Hello
If the academic member of the university in the field of human resources management with the rank of associate professor or professor is willing to cooperate in the quarterly "Management of Transformative Human Resources" as a member of the editorial board, please notify this email:
thr.iau.rafsanjan @gmail.com
Responsible director of the quarterly Journal - Dr. Beheshtifar
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Yes, i want with all pleasure
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The integration of artificial intelligence and machine learning (AI/ML) in Human Resource Management (HRM) has the potential to revolutionize traditional talent acquisition practices. In this context, the question aims to explore the practical implementation of ML algorithms to enhance efficiency and accuracy in the initial stages of recruitment. The focus is on the specific aspects of resume screening and candidate shortlisting, where automation through AI can significantly reduce manual efforts and improve the quality of hiring decisions.
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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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Do you believe that the scope of Human Resources management's interest stops at the employee or worker, or does it go beyond that to include their family? As individuals are affected by their family circumstances. One company grants the outstanding employee three salaries, two bonuses for them, and a salary for their spouse or parent if they are unmarried because the family is one of the motivating factors for the employee or worker and can also be a demotivating factor in their job performance.
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📷
Yes, you are right, professor. This is something that companies and organizations do to motivate their employees by providing medical treatment and insurance for them and their families, including their parents, spouses, and young children. However, there are also other steps and methods for motivating employees, such as organizing family gatherings through company events, such as the company's founding day or the company's club, or other things that make the employee feel that he and his family are part of the company when his family meets with the families of other employees, including the senior management.
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I am working on CAT25 microsatellite biomarker. The melt curve shows two peaks while single band appears on the gel. Primers are taken from the published research papers. The DNA is of healthy individual. The umelt/quartz derivative plot also shows two peaks. The results of HRM and gel are attached. What could be the most likely reason of two peaks?
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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.
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What are the steps that can make executives appreciate the role of Human Resources Management in their organizations and place it in the deserved position in terms of attention and support, similar to other departments such as Finance, Marketing, and Production, rather than treating it as a secondary management function?
ما هى الخطوات التى تجعل رؤساء المؤسسات يقدرون دور ادارة الموارد البشرية فى مؤسساتهم ويضعونها فى المكانه التى تستحق من حيث الاهتمام والدعم مثل بيقية الادارات الاخرى مثل "ادارة المالية -ادارة التسويق - ادارة الانتاج ....) ولايعاملونها على انها ادارة من الدرجة الثانية ؟؟
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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.
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Human Resource Management
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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.
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Dear esteemed friends and colleagues in the field of Human Resource Management, I have two questions for you. The first question is: How can we enhance the performance of public or government institutions? And the second question is: What are the potential benefits of artificial intelligence tools in improving the efficiency of Human Resource Management in organizations?
Dr.Awad Mabrok
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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.
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ما هي العلاقة بين إدارة الموارد البشرية الرشيقة والترشيق الوظيفي؟
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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.
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HRM
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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.
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Azizi, A., Vajargha, K.,
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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.
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Hello. please guide me. I am from Iran, and I am very interested in studying for a doctorate degree in the United States of America in the field of management. My master's GPA in business management (marketing) is 3.8 and I have three articles in Persian (two conference articles and one research article), and I am working on an article in the field of employment of people with disabilities. I have a bachelor's degree in materials engineering and two years of government work experience. But I don't have enough time to take the GRE or GMAT exam. Because I want to prepare for the IELTS or TOEFL test. Can you guide me?
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Félix Oscar Socorro Márquez I appreciate your help and guidance.
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During the last some years, artificial intelligence (AI) is impacting most areas of management, including the different functions of the management of the human resource. Which aspects of HRM, you think, are being affected the most in this regard and through what interventions?
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Esse nome não continuará.
Inteligência só orgânica, só do cérebro (máquina não tem inteligência)
Artificial não é, é criação de N pesquisadores, criação humana
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Doing research on Adoption of Employee-AI Collaboration for delivering Customized HRM Practices but not getting measurement scale for Adoption of Employee-AI Collaboration
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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.
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Considering to do research on the adoption of Employee-AI Collaboration in perspective to achieve personalized Human resource management services for attaining organizational sustainability. Kindly give me your expert opinion in this regard.
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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.
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Could you kindly share your personal viewpoint on this matter?
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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:
  1. Cultural Norms and Practices:Challenge: Bangladesh has a diverse cultural landscape with deeply rooted traditional values. Some of these values might not align with modern ethical HRM practices. Solution: Organizations should engage in cultural sensitivity training for their HR staff and employees, promoting a better understanding of local customs and traditions. Ethical practices can be integrated into HRM in a way that respects and preserves cultural values.
  2. Lack of Awareness and Education:Challenge: Many employees and HR professionals in Bangladesh may not be aware of modern ethical HRM practices. Solution: Conduct regular training and awareness programs for HR personnel and employees to familiarize them with ethical HRM principles. These programs should emphasize the importance of ethical practices and their benefits.
  3. Labor Laws and Regulations:Challenge: Complex labor laws and regulations in Bangladesh can be a barrier to implementing ethical HRM practices. Solution: Organizations should invest in legal expertise or consult with labor law experts to ensure they are compliant with the latest labor regulations. Staying up-to-date with changes in labor laws is crucial for ethical HRM.
  4. Corruption and Bribery:Challenge: Corruption can be a significant issue in Bangladesh and may impact ethical HRM practices. Solution: Organizations should establish strict anti-corruption policies and procedures, and foster a culture of transparency and accountability. Whistleblower protection programs can encourage employees to report unethical behavior.
  5. Gender Inequality:Challenge: Bangladesh has gender disparities in the workplace, which can hinder the implementation of gender-sensitive ethical HRM practices. Solution: Organizations should prioritize gender equality and diversity in their HRM policies. Initiatives like gender-neutral recruitment, equal pay for equal work, and anti-sexual harassment policies should be implemented and enforced.
  6. Limited Resources:Challenge: Many organizations in Bangladesh, particularly smaller ones, may have limited resources to invest in comprehensive HRM practices. Solution: Collaborate with NGOs, industry associations, or government bodies to access resources and expertise related to ethical HRM. Sharing best practices and resources can help smaller organizations adopt ethical HRM practices.
  7. Resistance to Change:Challenge: Resistance from employees and management to adopting new ethical HRM practices can be a significant barrier. Solution: Conduct change management initiatives to build support for ethical HRM practices. Communicate the benefits and rationale behind these practices and involve employees and managers in the decision-making process.
  8. Lack of Leadership Commitment:Challenge: Without strong leadership commitment, it can be difficult to establish a culture of ethical HRM. Solution: Top management should lead by example, demonstrating a commitment to ethical practices in HRM. Incorporate ethics and compliance into the company's core values and mission statement.
  9. Lack of HR Competence:Challenge: Inadequate HR training and skills can hinder the implementation of ethical HRM. Solution: Invest in the professional development of HR personnel. Encourage them to acquire certifications and attend relevant training programs to enhance their HR competence and understanding of ethical practices.
  10. Supplier and Vendor Ethics:Challenge: Ethical HRM may also extend to supplier and vendor relationships, which can be challenging to monitor and regulate. Solution: Develop ethical procurement policies and engage with suppliers and vendors who share similar ethical values. Regular audits and due diligence can help ensure compliance.
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.
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Hello everybody, I look for collaborators in the field of Digital transformation in Oragnisations / Entrepreneurship / Human resources Management.
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hello, ok I'm happy to work in this field of study.
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Recent research about working life in the context of global unrest, new ideas of ‘the organization’, and the need for an inclusive recovery after the COVID19 pandemic, reveal that ‘business as usual’ does not longer cut it for human resource management practices. We therefore have an unprecedented opportunity to do what C.T. Kulik (2021, p. 216) argues in ‘We need a hero: HR and the ‘next normal’ workplace’ published in Human Resource Management Journal: It is essential to learn from the pandemic; in particular ‘to create better workplaces than the ones we left behind (ibid).’ In this regard, Kulik argues that ‘HR has a window of opportunity in which to develop psychologically safe workplaces, trust-based employment relationships and socially connected workforces’ (p. 216).
This special issue responds to this need by focusing on what’s happening in the labor market in the Nordic context. Nordic working life is characterized by high levels of trust, employee autonomy, and dialogue between parties in the labor market. At the same time, new forms of employment, digitalization, sector differences, sustainability issues, political turmoil and financial altercations affect these characteristics and make the future of the Nordic working life less predictable. Against this backdrop, this special issue welcomes conceptual, empirical, and systematic review studies related to the call topic. Relevant themes include, but are not limited to,
  • HRM, leadership, and management practices
  • HRM, sustainability, and technology
  • HRM, platform and gig economies
  • HRM, diversity, equity, and inclusion
  • HRM and labor laws
  • HRM, digitalization, and globalization
  • HRM, the Nordic model and values (integrity, trust, autonomy)
  • HRM, the Nordic model and job engagement
NB: Full papers only and submission deadline 1 November 2023. More info at: https://tidsskrift.dk/njwls/announcement/view/1068
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We look forward to your contribution!
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Dear community, I am working on my thesis data and my data analysis shows that there is no relationship between IV and DV, only the indirect relationship exist in presence of 2 mediators (serial mediation). Whereas the literature supports the positive relationship between the IV and DV.
The r square value for the same is very low 0.052.
*all the measurement model criteria i.e, loadings, Cronbach alpha, ave, htmt, vif value meet the criteria.
* all other relationships are significant (iv-mediator-dv)
Now my question is what could be the possible reason for insignificant relationship between IV and DV.
How should I proceed with this.
Why the value of r square for main DV is so low , whereas for mediators its 0.45 and 0.52.
*If I proceed with the same, would it create any problem at time of my PhD Defence.
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Thank you, Faheem Uddin Syed for your suggestion. But my data is not facing any such issue.
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Dear ResearchGate Community,
We are excited to announce an open call for distinguished scholars in the field of Human Resources Management to join the Editorial Board of the Sustainable Human Resources Management Journal (https://shrm.journals.umz.ac.ir/?lang=en).
Sustainable Human Resources Management Journal is hosted by Mazandaran University in Iran and is committed to advancing knowledge and research in the field of Human Resources Management on an international scale. As part of our ongoing efforts to enhance the international reach and impact of our journal, we are seeking qualified individuals who share our passion for excellence in research and are committed to the sustainable development of human resources practices.
Requirements for Editorial Board Membership:
To be eligible for membership on the Editorial Board, candidates must meet the following criteria:
  • Hold the academic rank of Associate Professor or Full Professor.
  • Be affiliated with a prestigious university or academic institution.
  • Possess a distinguished record of scholarly contributions, including a minimum of 30 published articles in the field of Human Resources Management.
  • Demonstrate a commitment to promoting sustainable human resources practices.
Responsibilities of Editorial Board Members:
Editorial Board Members play a crucial role in the success of our journal. Their responsibilities include:
  • Reviewing and evaluating submitted manuscripts in their areas of expertise.
  • Providing constructive feedback and recommendations to authors.
  • Assisting in the peer-review process to ensure the quality and relevance of published articles.
  • Contributing to the strategic development and internationalization of the journal.
If you meet the above criteria and are interested in becoming a part of our dynamic Editorial Board, we invite you to submit your resume and a brief statement of interest outlining your qualifications and motivation for joining our journal.
Please send your application materials to [b.abedin@umz.ac.ir].
We look forward to welcoming new members to our Editorial Board and working together to advance the field of Sustainable Human Resources Management.
Sincerely,
Bahareh Abedin
Executive director of JHRM
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I am interested .kindly mail me the details.nagajothi@tnfu.ac.in
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Hello everyone ,
i am getting an assignment and it requires to make a report in Artificial intelligence implementation in middle east for Emirate or Qatary Companies.
looking your support for academic articles or reports discussing the AI with HRM practices in Middle East
Thanks
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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.
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HRM practices have been hugely affected by the pandemic across the globe. Is there any possibility of a change in the practices in the expected POST-COVID-19 era? Are we going to resort to our old and/ traditional HRM practices? What is your take on this as a practitioner or academic? Kindly share your thoughts with us, thank you.
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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)
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My study is on the events of the historical change to HRM practices during and post COVID-19 respective organizations
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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.
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Greetings,
Any advance perspective or ideas on human resource management, specifically on employees well being practices in next 5 years? Is there any AI tools might involve in the practices?
Thanks in advance
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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
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Please provide insights you have regarding the relationship between ethical leadership, organizational culture, and ethical behavior in HRM practices.
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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.
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Please provide any insights you have regarding the ethical leadership influence the ethical behavior of employees within HRM practices.
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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:
  1. Setting the Tone: Ethical leaders in HRM practices in Bangladesh set the tone for ethical behavior within the organization. They establish a clear vision, mission, and values that emphasize ethical conduct. This creates a culture of integrity and shapes the ethical expectations for employees.
  2. Role Modeling: Ethical leaders serve as role models for employees by demonstrating ethical behavior in their actions, decisions, and interactions. In Bangladesh, ethical leaders within HRM practices exhibit honesty, transparency, fairness, and respect for others. Employees observe their leaders and are more likely to emulate their behavior.
  3. Establishing Ethical Standards: Ethical leaders within HRM practices in Bangladesh establish and communicate clear ethical standards and policies. They ensure that employees understand the importance of ethical behavior and the consequences of unethical actions. These standards guide HRM practices such as recruitment, selection, performance evaluation, and employee relations.
  4. Training and Development: Ethical leaders provide training and development opportunities to enhance employees' ethical awareness and competencies. In Bangladesh, ethical leadership within HRM practices may include conducting ethics workshops, seminars, and training programs that address specific ethical challenges and dilemmas.
  5. Encouraging Open Communication: Ethical leaders create an environment that encourages open communication and whistle-blowing. They promote a culture where employees feel comfortable reporting ethical concerns or violations without fear of retaliation. This enables HRM practices in Bangladesh to address ethical issues promptly and effectively.
  6. Rewarding Ethical Behavior: Ethical leaders within HRM practices in Bangladesh recognize and reward employees who demonstrate ethical behavior. By acknowledging and appreciating ethical conduct, leaders reinforce the importance of ethical behavior and motivate employees to adhere to ethical standards.
  7. Ethical Decision-Making: Ethical leaders guide HRM practices in Bangladesh by making fair and ethical decisions. They involve employees in decision-making processes whenever possible, consider diverse perspectives, and ensure that decisions align with ethical principles. This approach fosters a sense of ownership and encourages employees to make ethical choices in their HRM roles.
  8. Consequences for Unethical Behavior: Ethical leaders within HRM practices in Bangladesh establish consequences for unethical behavior and enforce them consistently. This sends a clear message that unethical actions will not be tolerated. Employees are more likely to comply with ethical standards when they witness the consequences of unethical behavior.
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I have started researching addiction treatment and want to explore the role of human resource management in this.
Do you have a special suggestion on this matter?
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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.
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What are the peer-reviewed Journals in Management, HRM, Marketing and Fisheries Industries?
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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.
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Any source/s to refer to on identifying methodological gaps/methodology gaps in research?
Please mention the links.
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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:
  1. Understand the research context: Familiarize yourself with the subject area and the specific research topic of interest. Gain a clear understanding of the existing literature, theories, and methodologies commonly employed in the field.
  2. Review previous studies: Conduct a comprehensive review of relevant literature and examine previous studies that have addressed similar research questions or topics. Look for common trends, methodologies, and approaches used in these studies.
  3. Identify limitations or gaps: Analyze the existing literature critically and identify any limitations or gaps in the methodologies used. Consider factors such as sample size, research design, data collection methods, data analysis techniques, or theoretical frameworks employed. Look for areas where the methods used may have restricted the study's scope, validity, generalizability, or reliability.
  4. Evaluate research objectives and questions: Assess the research objectives and questions of the study you are examining or conducting. Determine if the selected methodology adequately addresses these objectives and research questions. Look for areas where the current methodology may fall short in providing a comprehensive understanding or solution.
  5. Consider alternative approaches: Explore alternative methodologies that could potentially address the identified limitations or gaps. Consider different research designs, data collection techniques, statistical analyses, or theoretical frameworks that may offer more robust or nuanced results. Assess whether these alternative approaches would better align with the research objectives and questions.
  6. Consult with experts: Seek the input of experts or researchers in the field. Engage in discussions or collaborate with colleagues who have expertise in the specific research area to gain their insights and perspectives on potential methodological gaps. They may provide valuable feedback or suggest alternative methodologies.
  7. Justify the identified gap: Once you have identified a methodological gap, it is important to provide a rationale for why the gap exists and why addressing it is necessary. Clearly articulate the limitations or deficiencies in the current methodology and explain how rectifying the gap would enhance the validity, reliability, or overall quality of the research. Source Chat GPT Retrieved 24/5/2023
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  • Abbas S Al-Mutair
  • Fatemah Alghadheeb📷
  • Zahra Aldukhi📷
  • [...]
  • Gasmelseed Y Ahmad📷
greetings to the above, i am a Master's student at the University of Yaounde 1 in Cameroon. i wish to request for the article titled Determining Relationships Strategic Human Resources Management Practices And Employee Commitment to help me in my thesis research on the topic "Human Resource Management and Staff Commitment".
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You may refere my research papers. I wrote research papers on job satisfaction, job involvement and organizational commitment.
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What are the Arab journals in the field of business administration and human resource management in which research can be published for free?
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ممكن تبعتي الرابط؟
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New generation and old generation people are really two different groups that exist in a company, and it looks like a business needs a comprehensive consideration to accommodate these two different groups and to encourage, make both them satisfied with the work environment, but, how to do, and, what are the issues for the business manager need to study?
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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.
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Research based facts reveal that many organizations are sufferening, not able to perform the very best due to wrong recruitements
Productivity has reduced
work environment quality has reduced
Retention span of employees have reduced
In such a scenario, can the researchers working in the area of HRM come up with a model that enables recruiters to access, validate the traits in the professionals for their suitability to the said job ? If this can be done of is there would like to study the literature base on the same to ensure productivity of the corporate work force to begin with
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I hope the following attachment will be of use to you
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hello i am in need for ideas on this question so as i can accomplish my term paper, enlighten please....
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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.
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I am looking for some research collaboration opportunities in interdisciplinary research. My specialisation is in the area of OB/HRM. You can contact me at https://linktr.ee/realdrdj
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Hi there, Dinesh! I would like to collaborate. I just sent a position paper about interdisciplinary approach in OD/HRM in relationship with wellbeing.
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hello, I am student pursuing MScs in human resource Management, i came across this question and I was in need of ideas and answers.
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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
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Most of us understand that our work commitments lead to some personal life imbalances but what how does HRM policies affect these imbalances.
Fill out this form for us to research the effect of HRM policies on Work-Family conflict and further find out ways to reduce this conflict through solutions based on empirical evidence
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Good questionnaire. Good Luck
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Please suggest some good Journals with No charge and fast publication for HRM
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International Journal of Management Research and Emerging Science
This journal is recognized by Higher education commission of Pakistan and a quarterly free publishing journal.
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Work performance models
What do you think are the major theoretical models of individual work productivity or performance in HRM and management literature? for example, Drucker's knowledge-worker productivity model is a theoretical model for studying knowledge-worker 's productivity.
#management #hrm #humanresourcesmanagement
#work #productivity #productivitytools
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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?
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what is the best software for HRM pcr primer design?
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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:
  1. PrimerQuest: This web-based software is provided by Integrated DNA Technologies (IDT), and it is widely used for primer design. It allows users to design primers for a variety of applications, including HRM PCR. The software can be used to design primers for a wide range of organisms, including human, mouse, and rat.
  2. Primer3: This open-source software is widely used for primer design, including HRM PCR primer design. The software can be run on any platform and can be used to design primers for a wide range of organisms.
  3. Beacon Designer: This software is provided by Premier Biosoft and can be used to design primers for a wide range of applications, including HRM PCR. The software allows users to design primers for a wide range of organisms and provides a user-friendly interface.
  4. Primer-BLAST: This web-based software is provided by the National Center for Biotechnology Information (NCBI) and allows users to design primers for a wide range of organisms, including HRM PCR primer design.
  5. Primer-BLAST is a web-based tool that allows users to design primers for a wide range of organisms and provides a user-friendly interface.
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.
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I am interested in creating an international research collaboration team. My research interests are organizational behavior, work-related conflicts, and any topics that are related to human resources management.
I am currently working on two researchs and if you are interested to join me in any role, please let me know.
In addition, if you are looking for a co-researcher I am interested in that as well.
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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
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I am keen to understand the field of Strategic HRM. So, I am looking for books on the same.
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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
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Hi everyone,
I am performing HRM analysis using ABI StepOnePlus instrument, and even though all of my runs are programmed identically, but some of them cannot be opened by HRM analysis software, giving an error message: " the experiment file has not been analyzed using the instrument software", and interestingly the real-time file for the same experiment open without any problem, is there any suggestions for solving this problem?
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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
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Dear Scholars, can anyone suggest recent research topics in the field of Human Resource Management (HRM)?
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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.
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I am writing a paper and I am getting plagirism around 14 percent in my main varaibles. eg one of my varaibles is green human resource management (GHRM) and i am getting similarity mostly in this term wherever I have used it in my paper whether in short form or full form. how can I avoid plagirism in this part as I cant avoid mentioning it.
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Hello. Usually, it is up to the journal you want to deal with to control that percentage. I have sent to journals accepting 15% and less. But also, dealing with journals asking for 5%. It is strange that only the mention of the words will raise the similarity so much in your case!!
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Hello network, If you are a working professional, please consider taking part in this 2-minute survey. Through this survey, I aim to measure the impact of flexible working arrangements on employees’ work-life balance and perceived organisational support in order to get insight on how these factors affect employees’ intention to stay within an organisation. This survey is being conducted as part of my dissertation for my Master’s degree at Trinity College Dublin and it is completely voluntary and confidential. Every response matters and it is much appreciated!
Link to survey:
Thank you in advance for your support and participation! #HRM #flexwork #remote #flextime #research #tcd #trinitycollegedublin
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Would be great to see the results
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I need to finalise a topic for my dissertation soon as a part of my course, i initially thought of doing something more in the lines of organisation behaviour or something that intersects with marketing as that is my forte but i don't have any solid ideas, any suggestions?
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Employee Engagement
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Which one do you think is more important?
Digital human resource management
Or
Sustainable human resource management
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I think they are related. I would support sustainable HRM. I feel that digital technologies can make HRM sustainable by cutting costs, saving time and increasing productivity.
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Of course, I've read the original paper (Linking the, People with the Strategic Needs of the Business) . Is there any paper which explain the content and application of that model better? Most papers by Schuler, R. S., are about stakeholders framework. One of his paper (1989) is about the relationship between HR and the life cycle. I've read all of them. but how about 5_Ps model?
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The 5 P Model of Schuler(1992) explains how an organization collaborates with 5Ps by looking into internal and external environmental characteristics to obtain its strategic goals which in turn leads to achieving organizational objectives.
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I'm generally interested in connection of HRM and AI and I have done lots of reading but I'm still struggling with picking specific topic and research questions. (I guess because it's first time throughout my whole degree that I have to pick it myself). Unfortunately my supervisor is no help and I do not seem to understand what's good enough for masters final project.
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Hi Ska,
It is my pleasure if I can be of any help, I am posting some recent journal paper links covering your research interest that can help you to broaden your vision, brainstorm, select and elaborate the keywords, shorten the list of potential research proposals, finally making the choice to what your topic might be, please let me know my explanation is all clear for you. good luck.
Best wishes,
Sofiane
NB: Try to narrow your research scope by focusing on potential research gaps form recent publications , this will give you a cutting edge to nail your proposal. Additionally, conduct a literature review this will help you a lot.
1. Artificial intelligence–challenges and opportunities for international HRM: a review and research agenda
P Budhwar, A Malik, MTT De Silva… - … International Journal of …, 2022 - Taylor & Francis
2. [HTML] Artificial intelligence and human workers interaction at team level: a conceptual assessment of the challenges and potential HRM strategies
A Arslan, C Cooper, Z Khan, I Golgeci… - International Journal of …, 2021 - emerald.com
3. Artificial intelligence strategy, creativity-oriented HRM and knowledge-sharing quality: empirical analysis of individual and organisational performance of AI …
RAA Younis, HM Adel - Proceedings of The British Academy of …, 2020 - academia.edu
4. Correlation between entrepreneurial orientation and implementation of AI in human resources management (HRM)
R Baldegger, M Caon, K Sadiku - 2020 - arodes.hes-so.ch
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Dear Colleagues,
In the vein of the self-determination theory, three basic needs of autonomy, competence, and relatedness positively shape autonomous motivation. Do you think increase in autonomous motivation may discourage external regulation?
Best regards,
Muhammad Shujahat
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Have you ever observed children? Why do the youngest children lie (like when they are just able to speak)? Young children are not taught to lie, so how do they know how to be untruthful, this complex, thoughtful, idea of not telling the truth even when asked to? They are obviously concerned about getting into trouble, displeasing the authority figure (intrinsic motivations)? This comes to mind when I read your query. So when parents find these lies cute (smile, laughing), or endearing are parents not encouraging the behaviors and thus, the lies continue. Parents then raise a child that lies, a teen that lies, etc. We know that lying is wrong. Why do adults lie, to ourselves and to each other? Even the smallest of fibs and encourage it at the youngest age? I realize your question is about adults, but we have a society that is less than honest about what they want, have helicopter parents to solve problems, and have a significant rise in undiagnosed mental illness. Of the three basic needs of self determination theory, what are parents/guardians missing in raising a resilient workforce?
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I am a researcher student. I noticed that many scholars used scales developed in western context. However, may constructs manifest differently in different cultures. Thus, I have to develop scales by myself. After reading some papers related to scale development, I found the "item generation" stage is the most difficult. I invite researchers who have experience in scale development to share their tips in "item generations" and other stages. For example, is interview the only approach to generate items? Are there any tips for item generation? Are there any other suggestions for scale development?
Thanks !!!
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Hi,
There might be some constructs which can be applied universally. Regarding the contextual, geography specific nature of constructs, it depends on the domain and research problem and research area.
I have developed the scale for project success in Indian context.
Yes, Item generation is among the crucial stage in scale development since identification of wrong items can result in an ill fitted scale. Interview is NOT the only approach to generate the items. Again it depends on the research problem. If you are attempting a research problem for which there is no previous theory (i.e. you are aiming for theory generation or theoretical framework generation) then you can go for qualitative interviews since they have the potential to generate insights and concepts and expand our understanding.
However, since you mentioned that constructs are manifesting differently in different cultures, it seems that theory already exists and you are attempting the research problem in a different context. For this, the best way is to have extensive review of literature to collect the scale items and their latent dimensions. From this pool of items you can short-list the constructs and related scale items after realignment and removing highly similar items to start with the process of scale development in your contextual settings. For scale development procedure you can refer DeVellis (2013) and Boateng, et al., (2018).
Virender Kumar
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As a university student, I need a research topic for my final project. I could not understand how to find and integrate the dimensions of Green Human Resource Management. Your help would be a tremendous support for me.
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Green HRM Practices and Citizens Perception
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HRM and qpcr analysis
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I am a final year MBA student in India and I need to make a detailed report on any one function of my specialization,i.e. Human Resources, I'm looking for suggestions as to where should I start or what are topics I should explore to make my report worth my time as well as the professor's that will be grading it.
All suggestions are welcome and if you can also share the pre-existing material I can refer to for the same, would be highly appreciated.
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Antes de comenzar deberías tener claro si el trabajo es puramente descriptivo o debes hacer algún análisis crítico - propositivo, pues no es lo mismo analizar un problema y sus posibles aristas, que describir solamente cómo funcionan los procesos. ¿Qué es lo que realmente te están demandando?
En cualquier caso, hay un tema que desde mi punto de vista puede articular todos los procesos clave dentro de los Recursos Humanos, este es: las competencias laborales. A partir de ahí puedes analizar los procesos de reclutamiento y selección, la formación, capacitación y desarrollo, la evaluación del desempeño, la motivación, la participación, la relaciones, etc.
Este sería como un eje articulador de todos los procesos en favor del hombre, de la gestión del talento, que es el recurso fundamental de las empresas, que las hacen valiosas y diferentes.
¿Has tenido en cuenta esta perspectiva?
espero te sea interesante
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I need suggestions for journals that are indexed in either Scopus or ISI in the HRM field especially low cost ones
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Hi Ingy! This is the best journal from Spain and it is Open Access: Revista Psicología del Trabajo y las Organizaciones (copmadrid.org)
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Kindly provide the list of the top 25 Research Journals.
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I am very much interested in the gamification of learning. I think it strongly matches with my research interests.
I would like to know from the adroit academicians here, what skills (Research and computer-based) do I need to pursue a PhD here? It is noteworthy to mention that I have a Masters degree in Human Resource Management and Industrial Relations from The University of Manchester.
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Dear Mr. Basher!
I did search for YOU resources you might find of value:
1) Murillo-Zamorano, L.R., López Sánchez, J.Á., Godoy-Caballero, A.L. et al. Gamification and active learning in higher education: is it possible to match digital society, academia and students' interests?. Int J Educ Technol High Educ 18, 15 (2021). https://doi.org/10.1186/s41239-021-00249-y Open access:
2) Kruskopf, M., Ketonen, E.E. & Mattlin, M. Playing out diplomacy: gamified realization of future skills and discipline-specific theory. Eur Polit Sci 20, 698–722 (2021). https://doi.org/10.1057/s41304-020-00305-7, Available at:'
3) M. Mahruf C. Shohel et al. 2022. Game-Based Teaching and Learning in Higher Education: Challenges and Prospects, Source:
Carol-Ann Lane (University of Toronto, Canada) 2022. Handbook of Research on Acquiring 21st Century Literacy Skills Through Game-Based Learning (2 Volumes) -, DOI: 10.4018/978-1-7998-7271-9, Available at:
Yours sincerely, Bulcsu Szekely
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Hello
I need a new and innovative topic for my research project in PhD in Human Resource Management. Do you have an idea?
Of course, I have done research in the field of talent management before, but I want a very creative idea that I can relate the culture of my country to human resource management and find effective solutions for the development of society in this field.
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So what areas of HR interest you- you must have expertise in some of them? What does the research in the area suggest might be emerging gaps in what we know? How might those gaps be filled? Alternatively can we problematise existing work to show that it does not adequately charactetise the field - so we can devise research to reconfigure the gap. It's much more fun if you spot the gap yourself - all you do is incrementally build on existing work, it could be downgraded to MPhil.
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The title of my research is "The Influence of Green Supply Chain Management Practices, Green Human Resources Management Practices, and Adoption of Green Information Systems on Environmental Performance and Financial Performance".
Please suggest that my title can be between 12-20 words. The less the number of words the better without reducing their meaning.
Thank you very much.
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Kindly visit ..
The Influence of Green Metrics on Environmental Performance and Financial Performance
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Dear Experts: I am a first year PhD student majoring in human resources management, I am confused about choosing a topic for my PhD thesis. So can you give me some ideas ?
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I agree with Patcha Bhujangarao Naidu As artificial intelligence has become the order of the day and is being discussed widely, in the present scenario, it will be relevant to compare Employee engagement in the wake of artificial intelligence
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most of the time human resource management issues are not addressed properly. so I just wanted to know some practical issues related to human resource management in an organization .
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Sachini Thisara Jayamali There are a number of challenges in HRM in organizations. However apart from what others have already cited the challenges posed by career plateaus have worked against good HRM practices and especially relationship management.
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I have found 5 point Likert scale items for my mediator and 3 of my IVs, while I am unable to find 5-point Likert scale items for my DV and one IV. Can I change the scale from 7-point to 5-point if I am unable to find the same scale for my DV and one of my IVs?
Is there any particular technique to convert the scale from 7-point to 5-point? Does it require any rationale/logic?
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Mosharop Hossian Thank you for your response, I will look into it in detail.