Achieving Human Resource Management Sustainability in Universities

The sustainability of human resource management (HRM) is the basis for an organization’s future growth and success. This study aims to investigate achieving HRM sustainability in universities. We use a quantitative research method design to investigate the factors that affect HRM sustainability at universities. The study was conducted during the spring and summer of 2020 at Iranian state universities. As the study’s statistical population included 2543 employees, a sample size of 334 employees was calculated using the Cochran formula. A questionnaire with 32 statements based on a 5-point Likert scale was used to collect the data, which were analyzed using PLS3 software. The findings show that human resource practices, social factors, psychological factors, employer branding, and economic factors have positive and significant effects on HRM sustainability at universities. Findings indicate that it is essential to consider the implementation of adequate HRM practices and related socio-economic and psychological supports for HRM sustainability in universities that can lead to the competitiveness of the higher education institutions such as universities.

Does Artificial Intelligence (AI) Enabled Recruitment Improve Employer Branding?

Extant research over the last decades has stressed how artificial intelligence (AI) can be used to boost the recruitment process and to attract the best talents. Although AI is increasingly used for talent acquisition, with 36% of hiring processes expected to have a pre-screen through AI (Oracle, 2019) in the next two years, we have limited knowledge of how AI shapes talents’ perceptions about the organisation to which they are applying to. The goal of this research is to investigate if and how the usage of AI in the recruitment process improves employer attractiveness and employer branding in the eyes of the applicants. To investigate this issue a survey has been conducted on a random sample of individuals composed of 50% females and 50% males. To examine the survey’s result a structural equation modeling (SEM) has been applied. Results showed a positive relationship between EB and AI and more in particular that AI-enabled tools are perceived in a positive way by potential candidates. Thus, according to this study, AI is significantly related to Employer branding and therefore it contributes to improving talent attraction.

Gender Equality Provided by Active Action in Recruitment and Selection Process

THE AIM OF THE PAPER Despite all the efforts in relation to hiring women to workplaces, parity has not yet been achieved, and the gap between women and men is even wider when leadership roles are considered. Organizations are gendered, the human resource practices are outdated and are still structured around the ideal, male worker. The main objective of this paper is to critically review the recruitment and selection process (RSP) and provide active actions as practical recommendations, which will enable organisations to hire women into the workplaces. METHODOLOGY This research is an empirical study of large multinational organizations, identifying the key human resource policy intervention points in the RSP. MOST IMPORTANT RESULTS The outcome of the critical review is that the traditional RSP needs to be transformed and only this transformation – applying positive actions - will enable organisations to achieve gender equality at the workplace. The novelty of this paper is the empirical research of global organizations, based on which, the key intervention points of RSM were identified. The following active actions are proposed: embed employer branding and early talent attraction into the recruitment process; provide transparency of salary bands; apply of female quotas; use structured interviews; run diverse interview panels; and use explicit comparator method.

ENTREPRENEURSHIP AND ORGANIZATIONAL INNOVATION

O livro reúne seis capítulos escritos por diferentes autores: capítulo 1, Mediating Effect of the HRM on the Relationship Between the SIMS and New Product Radicality (pelos autores M. Martinez-Costa, D. Jimenez-Jimenez, Y. Castro-del-Rosario e Ledian Valle-Mestre); Capítulo 2, Reinventing Human Resource Management to Increase Organizational Efficacy (por José Rebelo dos Santos e Lurdes Pedro); capítulo 3, Employer Branding: Issues of Tailoring Your Message in the Modern Age (por Nick G. Chandler e Tamas Nemeth); capítulo 4, A Qualitative Investigation for Platform Model Conceptualization and Design: Propositions for a New Architecture (por Duygu Toplu Ya¸slıo˘glu, Murat Ya¸slıo˘glu e Aykut Berber); capítulo 5, The Utility of Human Resource Managers’ Action: A Self-centred Perception by Different Organizational Actors (por João Leite Ribeiro, Delfina Gomes e Ana Caria); e capítulo 6, About Competencies, Creativity, and Innovation in the Portuguese Textile and Clothing Sector (por Carolina Feliciana Machado e Rosa Maria Maia Miranda). Os capítulos são independentes entre si, contudo, todos abordam as diferentes facetas da inovação organizacional e dos recursos humanos no contexto moderno.

Moving towards agile: managing Loxon solutions’ hiring strategy, organizational development and agile transformation

Subject area This case focuses on organizational development, leadership and HR management questions. Study level/applicability This case is mainly aimed at students specialized in leadership, organizational development and HR, or in MBA and executive education. However, undergraduate students can benefit from it as well and learn about key terms related to organizational development and HR. Case overview Loxon Solutions is a Hungarian technology startup founded in 2000 that develops various software solutions for the banking industry to improve processes such as retail and corporate landing, collateral management and monitoring, among others. The company grew significantly since being founded, and from a small IT company it became a significant player in the banking software industry all around the world. However, with rapid extension comes a drastic internal transformation as well: Loxon now employs 252 people, has 5 physical offices in 2 different countries and is trying to balance an effective organizational structure and a friendly startup environment. It is clear that the company needs to adapt its previously informal structure to fit the now middle-sized organization while maintaining the current benefits of their culture. Also, they require stability and maturity which the current team consisting of mostly junior employees and the significant fluctuation cannot provide. Tamas Erni, the CEO and Kristof Farkas, the founder of Loxon are now working on these pressing issues with the company’s HR department to rethink the company’s organizational structure and policies as well as their hiring and employer branding strategies. Expected learning outcomes Students should get familiar with typical organizational structure models, the meaning of Employee Value Proposition and main KPIs related to hiring and employee retention. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: HR Management.

The Effects of Employer Branding on Value Congruence and Brand Love

This study examines the effect of employer brand on employees’ brand love by applying value congruence theory. A survey was conducted with employees of well-known hotel brands in South Korea. The results show that not all employer brand dimensions equally contribute to the formation of brand love. While economic, social, and development values positively influence brand love, interest value and application value did not affect brand love formation. Employees’ value congruence perceptions mediate this effect because employees could infer what values employers care about based on the benefits that a hotel brand offers. This study contributes to the literature by linking value congruence with employer branding and brand love. Based on our findings, hospitality managers can redesign all work activities and apply employer branding principles to reflect employment value to achieve employee’s brand love.

Examining How Employer Brand Perceptions Differ for Potential and Existing Employees in the Indian IT Sector: A Longitudinal Study

Employer branding as a tool is consistently gaining importance to attract and retain talent. Previous studies have observed employer branding process through potential employee’s perspective while others have taken current employees as their sample. It has been well acknowledged that variation exists in perception of potential and existing employees regarding the value propositions that an employer offers. This variation may result in employee disengagement or lower commitment. Considering the importance of the problem, this paper attempts to explore and analyse this phenomenon of variation in employer brand perceptions that exists between potential and existing employees. To achieve this objective, a longitudinal study consisting of 411 employees of top IT companies in India is conducted. Responses from the same sample are collected at two different points; first, when the respondents are final year students (potential employees/applicants) and the second instance is when they are absorbed into the company after induction and training. The results reveal that certain differences (based on instrumental-symbolic framework) are observed in the relative importance of employer brand attributes for the same individuals, i.e. when they are looking for a job and when they are working as an employee. Also, we conclude that though the differences cannot be eliminated totally, however, it can be minimised to a certain level by focusing on certain touchpoints.