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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
HR 444 Innovations and Challenges in Human Resource Manag By Rajesh Singh | HR 445 The Impact of Employees` Behaviour in the Workplac By Emrah Atar | HR 446 TRUST-BASED LEADERSHIP: The 9 Principles By Charles Du Toit |
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| Articles |
| Human Resource Management in Public Administration: The Ongoing Tension Between Reform Requirements and Resistance to Change. By Zolak Poljašević Administrative Sciences (2076-3387). Mar2025, Vol. 15 Issue 3, p94. 27p. Abstract :Human resource management (HRM) plays a critical role in shaping public administration by ensuring the efficiency, effectiveness, and adaptability of public institutions. In post-socialist European countries, HRM reforms have been central to broader public sector transformations aimed at increasing transparency, meritocracy, and efficiency. However, these reform processes are often hindered by institutional inertia, political influences, and resistance to change. This study examines how reform requirements and resistance to change influence the transformation of HRM practices in public administration across post-socialist European countries. Using a structured literature review approach, this study systematically analyzes peer-reviewed academic research published in quality journals indexed in the Web of Science database. A purposive and criterion-based sampling strategy was applied to select relevant studies that address HRM reforms, institutional challenges, and governance dynamics within the post-socialist context. Findings indicate that historical legacies, politicization, and institutional resistance remain significant barriers to the successful implementation of HRM reforms. This study also highlights that while legal and procedural adjustments have been made, many public administrations struggle with the practical application of reform policies due to entrenched bureaucratic cultures and limited professionalization of HRM functions. By providing a structured synthesis of existing research, this study contributes to a deeper understanding of HRM transformation in post-socialist public administrations. It also identifies areas wherein further empirical research is needed to explore potential strategies for overcoming barriers to reform. | ||
| Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions. By Wood, Geoffrey International Journal of Human Resource Management. Nov2024, Vol. 35 Issue 19, p3173-3206. 34p. Abstract :International human resource management (IHRM) has covered two very distinct areas: comparative HRM (comparing HRM between national settings) and HRM in multinational enterprises (MNEs). Existing research has pointed to the multifaceted nature of contextual effects, and how they may differ qualitatively according to locale. This perspective article argues that a distinct and shared theme across this literature is much more than a recognition that many different sets of institutions and/or cultural features can make for viable alternative HRM models. We also consider whether or not MNEs seek to accommodate local realities or work to change them. Developing and broadening inquiry around these concerns may represent a solid way for researching IHRM in an age of polycrisis. Such understandings may be of great value in exploring the relationship between the present global polycrisis and HRM practice. We highlight potential concerns and opportunities for theorizing around the same. | ||
| Generative Artificial Intelligence in Business: Towards a Strategic Human Resource Management Framework. By Chowdhury, Soumyadeb British Journal of Management. Oct2024, Vol. 35 Issue 4, p1680-1691. 12p. Abstract :As businesses and society navigate the potentials of generative artificial intelligence (GAI), the integration of these technologies introduces unique challenges and opportunities for human resources, requiring a re‐evaluation of human resource management (HRM) frameworks. The existing frameworks may often fall short of capturing the novel attributes, complexities and impacts of GAI on workforce dynamics and organizational operations. This paper proposes a strategic HRM framework, underpinned by the theory of institutional entrepreneurship for sustainable organizations, for integrating GAI within HRM practices to boost operational efficiency, foster innovation and secure a competitive advantage through responsible practices and workforce development. Central to this framework is the alignment with existing business objectives, seizing opportunities, strategic resource assessment and orchestration, re‐institutionalization, realignment and embracing a culture of continuous learning and adaptation. This approach provides a detailed roadmap for organizations to navigate successfully the complexities of a GAI‐enhanced business environment. Additionally, this paper significantly contributes to the theoretical discourse by bridging the gap between HRM and GAI adoption, the proposed framework accounting for GAI–human capital symbiosis, setting the stage for future research to empirically test its applicability, explore its implications on HRM practices and understand its broader economic and societal consequences through diverse multi‐disciplinary and multi‐level research methodologies. | ||
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| News |
| Work Hard, Party Harder: This real estate developer sends its employees on international trips every year By Economic Times; May 2, 2025 |
| Cognizant to hire 20,000 freshers in 2025 By Economic Times; May 1, 2025 |
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