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The present paper analyses how top managers construct the meaning of sustainable human resource management (HRM) and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM. The empirical data were collected as part of the Finnish HR Barometer inquiry. A qualitative analysis reveals four dimensions of sustainable HRM: Justice and equality, transparent HR practices, profitability, and employee well-being. It also reveals four broader responsibility areas: Legal and ethical, managerial, social, and economic. Contrary to the prior green HRM literature, ecological responsibility was largely ignored. The study also reveals a wide range of stakeholders, specifically, owners, managers, employees, customers, and employee representatives, as well as their special roles and requirements for sustainable HRM. These findings contribute to the literature of sustainable HRM by illustrating the dimensions and broader responsibilities of sustainable HRM as seen by top managers. Their conceptions of sustainable HRM are largely neglected in the prior literature despite their crucial role in legitimating HRM and thus sustainable HRM in companies. These results also contribute to the theory of stakeholder salience (identification and prioritization of stakeholders) in the sustainable HRM context from the viewpoint of top managers.

PurposeThe current study’s goal is to investigate how lean, agile, resilient and sustainable human resource management (LARS HRM) affects green innovation and environmental performance, both directly and indirectly.Design/methodology/approachPartial least squares-structural equation modeling (PLS-SEM) was used to analyze the data based on a sample of 273 Tunisian businesses in the industrial and service sectors that were certified ISO 9001.FindingsWith the exception of AHRM–GPdtI, the results show that the mainstream advanced theory on direct effects was verified. With regard to indirect effects, everything of the literature that was presented was accepted, with the exception of the relationship between AHRM–GPdtI–EP, AHRM–GPssI–EP and RHRM–GPdtI–EP.Originality/valueThis research is distinctive in that it aims to incorporate every LARGS paradigm within the HRM field. By taking green innovation into consideration, it closes the current gaps on the direct and indirect effects of LARS HRM on environmental performance. Our study is unique in that it incorporates large, industry-operating, certified ISO 9001 firms with those in the service sector, with the goal of achieving greater generalization of results.

Purpose Most prior studies treated human resource management (HRM) strength as a whole, while neglecting the dynamic interactions between distinct components (consensus, consistency and distinctiveness). The authors lack a deep understanding of how different components operate together to influence burnout. To address these gaps, this study aims to adopt signaling theory to investigate the interactions among different components and their impacts on employee burnout. Design/methodology/approach The authors collected time-lagged data from 231 full-time employees in manufacturing firms in Suzhou, China. The authors used the PROCESS Model 6 and hierarchical multiple regression to analyze the data. Findings This study found that HRM system consensus and consistency mitigate employee burnout, whereas HRM distinctiveness is not significantly related to burnout. Furthermore, the authors revealed that HRM system consistency (rather than distinctiveness) mediated the relationship between consensus and burnout. Moreover, the authors found the sequential mediating effects of HRM system distinctiveness and consistency on the association between consensus and burnout. Practical implications Considering that employees’ well-being problems may be debilitating and overwhelming during the COVID-19 pandemic, it is particularly ethical and timely for managers to direct attention to the role of HRM system strength in addressing employee burnout. Originality/value This study advances the HRM system literature by teasing out the interactions between the three pivotal components of HRM strength. Our study is among the first to empirically investigate the internal relationships between the meta-features of the HRM system and employee burnout. In doing so, the authors develop a more nuanced understanding of the collective nature of a strong HRM system that conveys a shared message about HRM to promote well-being.

PurposeHRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.Design/methodology/approachThe relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.FindingsRegarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.Originality/valueThe study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

PurposeThis paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.Design/methodology/approachThe current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.FindingsWe highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.Originality/valueOur paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness.   Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effectiveness.   Method: Collecting data using a questionnaire-based survey from a convenient sample of employees.   Results and conclusion: The results pointed out a significant direct effect of HRM practices on employee job satisfaction and insignificant direct effects of HRM practices on employee commitment and employee turnover intention. Also, the results revealed that the impact of HRM practices on employee satisfaction is partially mediated by HRM effectiveness and the impacts of HRM practices on employee commitment and employee turnover intention are fully mediated by HRM effectiveness. Hence, it was concluded that employee outcomes are positively related to the extent to which HRM practices are effectively executed.   Research implications: The organizations are required to expand their HRM practices bundle and appraise HRM practices in numerous areas including employee succession planning, talent development, employee empowerment, quality enhancement management, performance management, as well as merit-based training and promotion.   Originality/value: This study puts emphasis on the role of HRM practices on employee outcomes such as employee commitment, employee job satisfaction, and employee turnover intention.

At the intersection of corporate social responsibility (CSR) and human resource management (HRM), a specific research strand has been forming and considerably flourishing over the past years, contributing to the burgeoning academic debate of what has been called “socially responsible human resource management” (SRHRM). The SRHRM debate seeks to proactively enhance employees’ work experiences and meet their personal and social expectations in ethical and socially responsible ways. Despite the increasing interest in research about SRHRM, however, the literature in this area is highly scattered, and a comprehensive study has yet to be undertaken. The present paper addresses this shortcoming by systematically reviewing 57 scholarly articles published in this research domain. It integrates previous insights on the topic to provide a far-reaching theoretical framework that highlights antecedents, practices, and outcomes of SRHRM research. As the results show, between 2011 and 2021, the Sustainability journal has published most of the empirical papers in this area, while the last three years (2019–2021) experienced a significant surge of publications on the topic. Our framework shapes a holistic overview of the SRHRM domain and illuminates different relevant elements upon which future studies in this area could be developed. This contribution is also beneficial for general CSR literature as it stresses the importance of its internal stakeholders, which have been comprehensively given less attention so far. By critically examining the recent literature on SRHRM, we further show how previous research is dominated by studies rooted in utilitarian approaches. Therefore, we set a research agenda for future studies by acknowledging the need for process-oriented studies and the importance of critical scholarship within the field of SRHRM.

PurposeGreen or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research.Design/methodology/approachThe paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature.FindingsResearch has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers.Research limitations/implicationsThis paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study.Originality/valueThe paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

This study examines the role of using algorithmic human resource management (HRM) to make strategic decisions concerning firms’ human resource (HR) activities. This study develops a scale to measure algorithmic HRM usage in its first phase. In the second phase, it is found that algorithmic HRM usage significantly impacts strategic HR decision-making, which helps and enables firms to create a competitive advantage. Utilizing the authors’ LinkedIn profiles, 234 participants were included in the fieldwork. Collected data were analyzed by applying partial least squares structure equation modeling (PLS-SEM). The mediating roles of HR strategic decision-making and HR digital maturity as moderators in enabling the impact of algorithmic HRM on the firm’s competitive advantage have been corroborated. This study finds a strong relationship between algorithmic HRM usage and competitive advantage, a significant relationship between algorithmic HRM usage and strategic HR decision-making, and a significant relationship between strategic HR decision-making and competitive advantage. The moderating role of HR digital maturity was insignificant in this research, paving the way for future research. This research, the model, and its findings contribute to the theory and implicate the practicality of algorithmic HRM. It is one of few papers addressing algorithmic HRM usage in a transitioning economy like Saudi Arabia.

PurposeThis study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).Design/methodology/approachIn this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.FindingsSR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.Practical implicationsThis study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.Originality/valueThis study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.