Search Results (236)

Organizational culture is widely recognized as an important contextual factor shaping career development and long-term human resource sustainability. Although prior research has examined organizational culture, career development, and sustainable HRM, these constructs have often been studied separately and predominantly within Western contexts. This study addresses this gap by analyzing their interrelationships within a transitional economy. Grounded in sustainable human resource management and sustainable careers perspectives, the study examines how organizational culture typologies influence career development and HR sustainability. Career development is operationalized through organizational career growth and career competences. Survey data were collected from 542 employees across 23 IT and manufacturing companies in Serbia and analyzed using factor analysis and multiple regression. The findings show that organizational culture significantly shapes career growth opportunities and career competences and is also directly related to HR sustainability. Person-oriented cultures are associated with more favorable career development conditions and higher levels of HR sustainability, while power- and role-oriented cultures are linked to weaker outcomes. Career growth and career competences further emerge as key mechanisms supporting long-term workforce sustainability. This study contributes to the literature by integrating organizational culture, career development, and HR sustainability into a single analytical framework within a transitional economy context and provides practical insights for managers aiming to foster sustainable careers and long-term HR sustainability. Full article

This research focuses on the effects of leadership styles on the implementation of Green Human Resource Management (Green HRM) initiatives in hotels in Greece by staff members, and it recognizes the lack of sustainability research in the Mediterranean hospitality sector. Employing the Full-Range Leadership Model, we explore the impact of transformational, transactional, and passive leadership on the implementation of environmental HR practices. The data for this study were obtained from 216 employees in 29 hotels in Greece, who completed the Multifactor Leadership Questionnaire (MLQ-5x) and a Green HRM instrument. Several regression analyses showed that transformational leadership was the most robust positive predictor of Green HRM practices, followed by leadership outcomes and transactional leadership. On the other hand, passive leadership was significantly inversely associated with Green HRM implementation. Demographic variables, such as gender, age, and experience, had a substantial impact on both perceptions of leadership and involvement in Green HRM as well. The results offer significant theoretical implications and practical directions for improving environmental performance in hospitality organizations through the strategic use of leadership development and human resource management intervention. Full article

As sustainability becomes a strategic priority, the Information Technology (IT) sector faces pressure on both reducing its environmental impact and leading in innovation. This study examines how Green Human Resource Management (GHRM) practices influence employees’ Green IT Attitudes (GITA) and beliefs within the IT industry. Guided by the Belief–Action–Outcome (BAO) framework, it explores how HR strategies can foster eco-conscious mindsets that support sustainable behaviour. A quantitative cross-sectional design was used, collecting data through a validated questionnaire. The study was conducted in Australia, focusing on IT professionals employed. Responses from 112 IT professionals, determined through G*Power sample estimation, were analysed using SPSS 28.0.1 with regression techniques to assess the relationship between GHRM practices and environmental attitudes and beliefs. Results indicate that GHRM practices have a modest but significant positive effect on employees’ green IT attitudes and beliefs, supporting the view that structured HR initiatives can shape sustainability-driven mindsets. The findings emphasize the strategic role of HR in embedding sustainability within organizational culture, particularly in technology-driven environments. The study offers practical guidance for IT organizations aiming to integrate sustainability into internal systems by leveraging HRM. Future research should examine moderating variables and long-term behavioural effects, enhancing our understanding of sustainability-focused HRM in the digital era. Full article

This study examines how Green Human Resource Management (GHRM) is linked to sustainable organizational performance, encompassing environmental, economic, and social outcomes through the capability-building mechanisms of green innovation (GI) and green organizational culture (GOCL) in emerging manufacturing systems. Drawing on the Resource-Based View and capability-based sustainability perspectives, GHRM is conceptualized as a strategic organizational capability that enables firms in developing economies to beyond short-term regulatory compliance toward measurable and integrated sustainability performance outcomes. Survey data were collected from 446 managerial and technical respondents in Ethiopia’s garment and textile industrial parks, one of Africa’s fastest-growing industrial sectors facing significant sustainability challenges. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) with bootstrapping-based mediation analysis, the results show that GHRM is positively associated with sustainable organizational performance, with GI and GOCL operating as key mediating mechanisms that translate HR-related practices into measurable sustainability outcomes. The findings highlight the role of GHRM in strengthening firms’ adaptive and developmental sustainability capabilities by fostering pro-sustainability mindsets and innovation-oriented behaviors, which are particularly critical in resource-constrained and weak-institutional contexts. The study contributes to sustainability and management literature by explicitly linking Green HRM to triple-bottom-line performance through a capability-building framework and by providing rare firm-level empirical evidence from a low-income emerging economy. Practically, the results provide guidance for managers and policy makers to design, monitor, and evaluate HRM systems that intentionally cultivate human, cultural, and innovative capabilities to support long-term organizational sustainability transitions. Full article

This research examines the impact of five crucial factors underlying human resource management (HRM), namely, compensation, transformational leadership, motivation, and job satisfaction on sustainable employees’ performance in Lebanese family companies. The research is founded on Social Exchange Theory, Maslow’s Hierarchy of Needs, and Transformational Leadership Theory. Based on a cross-sectional design and quantitative approach, data were collected from 511 full-time employees working for family-owned businesses in Lebanon via structured questionnaires. Structural equation modeling (SEM) using SmartPLS-4 was used to analyze the relationships among the variables. The results point out that job satisfaction, motivation, and the transformational leadership style meaningfully impact employees’ performance. Compensation had a slight yet statistically significant effect. Furthermore, the work environment was found to have both a direct influence on performance and a moderating effect on the relationships between job satisfaction, transformational leadership style, and employees’ outcomes. These outcomes provide theoretical contributions to the literature on HRM in family-owned enterprises and deliver practical insights for improving employees’ performance through targeted HR strategies in emerging economies. The present study concludes by highlighting the role of a supportive environment at work and participative leadership in enhancing performance outcomes, mostly in culturally complex and intergenerational business settings. Full article

The aim of this research is to develop a preliminary causal loop diagram (PCLD) of the tacit knowledge (TK) provisioning in a firm, from the knowledge-based human resource management (KB-HRM) perspective, which facilitates understanding phenomenon dynamics for designing strategies that ensure attraction, retention, and exploitation of TK. This research is qualitative and exploratory, conducted in two phases. In the first phase, we identified variables and KB-HRM processes involved by reviewing relevant documents from Web of Science to create a PCLD. The second phase involves designing this diagram. Findings suggest positive and negative interactions that favour and disfavour TK provisioning. Thus, organisational innovation is essential, requiring knowledge, particularly TK, and indispensable HR participation, as they possess and generate this knowledge. The diagram’s novelty is based on causality between twenty-three variables, grouped into three systems: (S1) acquisition of new TK, (S2) acquisition of existing TK, and (S3) loss of TK; and six KB-HRM-related processes. Therefore, PCLD presents the first step towards understanding TK provisioning complexity, as knowing TK inflows and outflows is crucial for firms to make better decisions and formulating strategies related to TK acquisition and retention. Full article

Traditional Human Resource Management (HRM) systems are criticized for lacking transparency, being inefficient, and offering ample opportunities for fraud because of their centralized design and reliance on manual processes. This work proposes a blockchain-enabled framework for HRM that enhances the transparency, trust, and global mobility of talents by integrating distributed ledgers, consensus protocols, and smart contract networks into Human Resources (HR) functions. A four-layer theoretical model—data, consensus, smart contract, and application layers—is developed and comparatively examined against traditional HR systems to show how blockchain principles can be systematically mapped into HR processes. This study shows how blockchain-driven HRM can ensure tamper-evident employee records, automate contractual and payroll operations, and enhance auditability and compliance. By informing the framework with established technology adoption perspectives, this paper extends both the theoretical and managerial understanding of blockchain in HR. In comparison with previous studies that were limited to either recruitment or credential verification, this article presents an overarching, cross-layer synthesis that connects blockchain architectures with end-to-end HR functions, thus providing a clear conceptual foundation for its future enterprise adoption in the digital economy. Full article

Communication and writing skills are critical for employability and leadership in sustainability and STEM fields, but few studies examine how interdisciplinary, problem-based learning (PBL) environments foster these competencies amongst undergraduates. This three-year study examined how human resource management (HRM) and Chemistry students collaborated on Sustainable Development Goal (SDG)-themed projects within a Global Classroom model. We used LIWC-22, a validated text analysis tool to assess students’ written reflections about their discipline-specific PBL exercises (e.g., debates about UBI) and their SDG-focused inter-disciplinary group projects (e.g., vaccine access). We found that the HRM students (n = 84) demonstrated increased use of curiosity and cognition language during in-person and synchronous collaboration contexts. Chemistry students collaborating synchronously with their HRM teammates exhibited enhanced curiosity in their writing, though findings for this group are tentative due to the small sample size. Our findings suggest that both discipline-specific and SDG-focused interdisciplinary PBL activities can improve undergraduates’ metacognitive skills and their curiosity, which are critical for addressing sustainability challenges. Our Global Classroom offers a scalable model of how SDG-focused PBL activities can be used to create collaborations between STEM and management undergraduates and enable them to develop context-specific solutions for global sustainability challenges while improving their communication and writing. Full article

This study explores how the unique characteristics of Generation Y/Millennials and Generation Z influence talent retention challenges in the hospitality sector and identifies Human Resource Management (HRM) strategies that effectively address these generational dynamics. The multigenerational workforce in this industry spans multiple cohorts, each with distinct work values and expectations, and these generational differences in work attitudes have compelled Human Resource (HR) departments to adopt a range of tailored recruitment and retention strategies. This qualitative research examines how hotel directors and HR managers in the city of Porto, Portugal perceive the recruitment challenges associated with younger generations and what strategies they use to overcome them. The findings highlight specific traits of Millennial and Generation Z employees, confirming that these cohorts present unique recruitment and retention challenges, and validate targeted response strategies to address those challenges. Overall, the study sheds light on sector-specific hurdles, multigenerational management issues, and effective HRM practices for attracting and retaining young employees (Generation Y/Millennials and Generation Z). Full article

Artificial intelligence (AI) integration into human resource management (HRM) in recent years has revolutionized HRM processes, thus affecting employee job behavior and turnover intentions. While much of the existing research has focused on the decision-making capabilities of AI, how and when AI-driven HRM empathy influences employee behavior and performance remains unclear. This study draws on organizational commitment theory to investigate how AI-driven HRM empathy affects employee outcomes, including job and organizational engagement, job satisfaction, employee performance, and turnover intentions. A time-lagged survey design was employed to collect data from 359 employees in China. Structural equation modeling was used to analyze the relationships among the constructs. The findings revealed that AI-driven HRM empathy enhances employee engagement, which subsequently improves job satisfaction, enhances job performance, and decreases turnover intentions. This research advances understanding of how employees experience workplace technologies by highlighting the novel role of empathy as a human-like quality that is embedded in AI-enabled HRM systems. The findings suggest that organizations must develop targeted solutions for their AI-driven HRM workplace strategies. This research makes a valuable contribution to the developing knowledge about AI in human resources by demonstrating how AI-driven HRM empathy influences workplace participation and employee retention. Full article

Employee retention remains a critical challenge in human resource management (HRM). Embeddedness theory offers a vital framework to understand retention dynamics, yet its development within HRM lacks systematic mapping. This study systematically examines the intellectual evolution, thematic clusters, and emerging trends of embeddedness theory in HRM from 1995 to 2025, addressing three research questions: (1) How has the theory developed over time? (2) What are the key research themes and conceptual structures? (3) Which emerging trends can inform future HRM practice? A bibliometric and science mapping analysis was conducted on 562 peer-reviewed articles from Web of Science using co-citation, co-word clustering, and keyword evolution techniques. Three distinct phases were identified: formative (1995–2005), expansion (2006–2015), and maturation (2016–2025). Findings reveal a dual focus on micro-level constructs, including job satisfaction and turnover intention, and macro-level themes, such as organizational commitment and performance. Recent trends highlight organizational and institutional contexts, cross-cultural perspectives, and post-pandemic dynamics. The study provides the first comprehensive longitudinal mapping of embeddedness theory in HRM, clarifying its intellectual structure, key contributors, and evolving research frontiers. These insights offer actionable guidance for scholars and practitioners, emphasizing the integration of multi-level and contextual factors to enhance employee retention in increasingly complex and globalized work environments. Full article

This study evaluated the relationship between information technology (IT) and competitiveness (CP), emphasizing the different dimensions of IT capabilities, including customer relationship management (CRM) and human resource management (HRM). Also, the mediating role of innovative performance (IP) was examined in the link between IT use and CP. Data were collected in 2023 through a standard questionnaire, whose validity and reliability were confirmed by experts and statistical tests. Then, 172 valid responses were analyzed after determining the minimum sample size using Cochran’s formula. SPSS version 25 was used for descriptive analyses and preliminary tests, while SmartPLS 3.3.3 was utilized for structural equation modeling and hypothesis testing. The findings indicated that the use of IT components enhances CP, and IP mediates this relationship. This research contributes to the theoretical development of innovation management and IT by highlighting the transmission mechanism of IP rather than focusing solely on the direct relationship. This study, conducted among Iranian small and medium-sized enterprises (SMEs), also fills a gap in global literature, especially in developing countries, and offers practical insights. Full article

This study examines the relationships between human resource management (HRM) strategies, corporate governance, employee well-being, and the achievement of sustainable development goals (SDGs) in the private healthcare sector of Amman, Jordan. Using a quantitative research design and structural equation modeling, data were collected from 457 employees across 25 private hospitals. The findings reveal a counterintuitive and novel result: HRM strategies directly and negatively influence the attainment of SDGs, challenging the widely accepted assumption in prior literature that HRM practices inherently foster sustainability. At the same time, the study establishes that HRM strategies exert a positive influence on employee well-being and corporate governance and that both variables mediate the HRM–SDG relationship. The novelty of this research emerges on several fronts. First, it addresses a significant gap by contextualizing HRM–sustainability dynamics within the private healthcare sector of a lower-income country, a setting often overlooked in global sustainability debates. Second, it highlights the paradox of HRM’s dual impact, showing that, while poorly aligned short-term HR initiatives may undermine SDGs, strategically integrated HR practices, when combined with effective governance and a strong focus on employee well-being, can transform into powerful enablers of sustainable development. Third, it introduces employee well-being and corporate governance as dual mediating pathways that reframe how organizations can reconcile workforce management with sustainability objectives. By capturing these underexplored complexities, this study provides a unique theoretical contribution and offers actionable insights for policymakers, hospital administrators, and HR professionals seeking to embed sustainability within organizational strategies and governance systems. Full article

In response to the growing need for environmental stewardship, Green Human Resource Management (GHRM) has emerged to incorporate sustainability in organizational practices, with Artificial Intelligence (AI) offering transformative potential. However, a comprehensive synthesis of the intersection between AI and GHRM is notably absent, prompting this review to systematically map the existing knowledge base and identify key trends. To bride this research gap, a systematic literature review was undertaken following the PRISMA framework, employing content and bibliometric analysis on 53 relevant articles published between 2018 and 2025. The analysis revealed five primary research themes, highlighting AI’s significant role in enhancing green recruitment, training, and performance management, while also underscoring critical challenges related to ethical considerations and organizational readiness. This review offers a structured synthesis of the AI-GHRM landscape, concluding with key interpretations that guide future research toward areas including adaptive systems, big data analytics, and the development of robust ethical frameworks, thereby serving as a valuable resource for advancing sustainable HRM practices. Moreover, this study directly contributes to the United Nations Sustainable Development Goals (SDGs), particularly SDG 8 (Decent Work and Economic Growth), SDG 9 (Industry, Innovation and Infrastructure), and SDG 12 (Responsible Consumption and Production), through emphasizing the strategic significance of AI-enabled Green HRM in fostering organizational sustainability. Full article