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This study aims to identify the factors that can determine Human Resource Information System (HRIS) readiness, in the context of technology readiness in Statistics Central Agency (BPS) as a public organization in Indonesia. This research is related to organizational readiness theory in terms of information technology support according to several references. The research was carried out using a cross-sectional survey with a quantitative approach, consisting of two stages of a questionnaire: first, open questions were posed to 126 respondents; secondly, closed statements were administered to 207 respondents. Questionnaires were randomly distributed to BPS employees throughout Indonesia at headquarters, provinces, and Regency/Municipality BPS Offices. Based on the Exploratory Factor Analysis (EFA), two dimensions were extracted, namely \"Perceptions of the HR System Characteristic\" and \"Perceptions of the HR System Sustainability.\" Moreover, this study suggests not only focusing on the development process of HRIS, as indicated by the first dimension, but also on maintaining HRIS in accordance with internal and external development processes.

This study attempts to examine the impact of electronic human resource management (E-HRM) systems on achieving a sustainable competitive advantage (SCA) in the tourism and hospitality industry by incorporating sustainable innovation (SI) and organizational agility (OA) as mediators. To survive, tourist and hospitality organizations must embrace digital transformation by using E-HRM practices such as digital recruiting, online training, and performance management tools. Organizations may improve their HR departments’ efficiency, effectiveness, and decision making, enhancing the overall organizational performance and preserving a sustainable competitive edge. Middle and first-line management of the five-star hotels and travel agencies in category A operating in Egypt were investigated. A PLS-SEM analysis was performed on 313 valid responses, gathered using WarpPLS 7.0. The findings revealed that E-HRM is positively associated with SCA, SI, and OA. Furthermore, there were positive associations between SI and OA and SCA. SI and OA were also shown to be mediators in the relationship between E-HRM and SCA. The study adds to the existing literature on how E-HRM impacts SI, OA, and SCA. The relationship between these components in hotels and travel agencies has not been the subject of any empirical research. The current study has addressed gaps by empirically analyzing these relationships in the context of Egyptian hotels and travel agencies. It integrates E-HRM, innovation, organizational agility, and competitive advantage within the context of sustainability in tourism and hospitality.

Abstract In this paper, we analyze two key claims offered by recruitment AI companies in relation to the development and deployment of AI-powered HR tools: (1) recruitment AI can objectively assess candidates by removing gender and race from their systems, and (2) this removal of gender and race will make recruitment fairer, help customers attain their DEI goals, and lay the foundations for a truly meritocratic culture to thrive within an organization. We argue that these claims are misleading for four reasons: First, attempts to “strip” gender and race from AI systems often misunderstand what gender and race are, casting them as isolatable attributes rather than broader systems of power. Second, the attempted outsourcing of “diversity work” to AI-powered hiring tools may unintentionally entrench cultures of inequality and discrimination by failing to address the systemic problems within organizations. Third, AI hiring tools’ supposedly neutral assessment of candidates’ traits belie the power relationship between the observer and the observed. Specifically, the racialized history of character analysis and its associated processes of classification and categorization play into longer histories of taxonomical sorting and reflect the current demands and desires of the job market, even when not explicitly conducted along the lines of gender and race. Fourth, recruitment AI tools help produce the “ideal candidate” that they supposedly identify through by constructing associations between words and people’s bodies. From these four conclusions outlined above, we offer three key recommendations to AI HR firms, their customers, and policy makers going forward.

Castilla explores the meritocracy paradox--the idea that efforts to create merit-based organizations can unintentionally reinforce bias and inequality. He warns that simply having formal processes for hiring or promotion doesn't guarantee fairness, especially when people assume meritocracy exists and overlook systemic bias. Moreover, there's no universal agreement on what \"merit\" means, leading to inconsistent and potentially unfair decisions. To address this, he proposes a data-driven talent management strategy grounded in talent analytics. This involves clearly defining criteria for employment decisions, measuring outcomes over time, analyzing disparities, implementing targeted interventions, and regularly reassessing systems. The goal is to ensure equal opportunity while allowing for outcome differences based solely on job-relevant factors like skills or performance. He emphasizes that fairness requires intentional design, regular monitoring, and ongoing improvement--not one-size-fits-all solutions. A truly meritocratic organization is built through strategic action, transparency, and accountability.

In 2015, the Dutch research council, NWO, took measures to combat gender bias disadvantaging female applicants in a popular three-tiered funding scheme called the Talent Programme. The innovation scheme consists of three grants for different career stages, called Veni, Vidi and Vici. This paper studies the question whether or not NWO has been successful in removing gender differences in their funding procedure. Using all available data from 2012 onwards of grant applications in the Talent Programme (16,249 applications of which 2,449 received funding), we study whether these measures had an effect using binomial generalized linear models. We find strong statistical evidence of a shift in gender effects in favour of female applicants in the first tier, the Veni (p < .001). Significant gender differences are not found in the two other tiers, the Vidi and Vici schemes. In recent years, female applicants are more likely to be awarded with a Veni grant than male applicants and this gender gap has increased over time. This suggests that gender differences still exist in the assessment of Talent Programme submissions, albeit in a different direction than a decade ago.

Originality/Value: The authors present the obligations and benefits for the employer associated with creating a job focused in one material. This material may be helpful in further industry research as well as in training and educational processes.

Over the last decade, management scholars have paid increasing attention to ecosystems. The ecosystem approach has recently received much attention in business and innovation studies as a comprehensive way of understanding multi-aspect environments. This exploratory study aims to investigate the dynamics of human resource department ecosystem (HRDE) and the role of HRDE in shaping the human resource business partner role. This study employed a mixed-methods approach, following an exploratory sequential design. First, a conceptual model was developed based on qualitative data collected from expert interviews and analyzed through grounded theory. This stage uncovered eight actors and four factors, further organized into three layers of the ecosystem and hypothesis paths. Then, the structural model was measured and validated using PLS-SEM. This study is unique in applying the HRDE to the HR role’s development to deepen our understanding of how a human resource business partner role is shaped by actors’ interactions within and between ecosystem layers (micro, meso, and macro). The results revealed actors and factors supporting the HRDE in developing the HR role from the micro to macro layers of the ecosystem. The results suggest that the macro, meso, and micro layers of the HRDE positively impact the human resource business partner role’s development.

The education sector has been severely affected by the global pandemic of COVID-19, and the need for improvement in its aftermath became a challenge for scholars and practitioners alike. The current research focuses on the role of Green Human Resource Management (GHRM) initiatives as an independent variable that is innovation-centric, and improved innovation performance of education sector employees as the dependent variable. GHRM in the current context is described as focusing on environmental aspects within the processes and functions of work in a comprehensive manner that incorporates both resource/waste management and areas of development, as well as green behavior among members. Moreover, the mediating effect of green innovation on the aforementioned relationship and enhancing the role of environmental leadership are examined through a quantitative approach using purposive and convenience sampling techniques. Data from several universities across Northern Cyprus have been gathered with regard to the design, aims, and context of this study. With a total of 187 teachers and administrators from three different universities and using PLS-SEM for analysis, the results show that human resource departments in universities can play a major role in determining the extent of innovation performance within the organization. Green innovation as a mediator can improve the workplace environment, which can be significantly enhanced through an adequate leadership that supports such initiatives (i.e., environmental leadership). The current results can be beneficial for scholars (organizational psychology, innovation, and sustainable HRM), as well as decision-makers in the universities in Northern Cyprus as a small island.