research proposal on human resources management

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research proposal on human resources management

52 Human Resources Management Topics for Research Paper

Non-trivial human resource research topics to use for your own project.

A Bit About Human Resource Management Research Topics

Human resource management is focused on hiring, training, and managing staff. Another important goal of the human resources (HR) department is to make sure the best working practices are implemented in the company. The choice of human resource management research topics is broad. It may vary from the analysis of workplace conditions and the problem of equal employment opportunities in the future to the solutions & proposals for talent management and career development.

The challenges with research proposals are also vast, starting from choosing human resources management topics for research and ending with writing the research paper itself. Even though you were given a prompt with detailed instructions or someone who continually reminds us of basic things, it’s still not easy. Nevertheless, the most effective hack is to narrow a more expansive research direction down and focus on providing your target audience with the results addressing set goals.

How to Choose the Best Human Resource Research Topics

The human resource subject is very broad as it targets lots of areas. It means students can work with proposals about various hiring approaches and modern recruiting practices used in big companies or discuss hybrid work structures in various contexts. And these are just a few concepts of human resources research topics, as there are dozens of other topics to cover. For example, you can delve deeper what is human resources to find more promising study areas. Still, how to ensure your choice is good? It’s easy to understand when you follow these tips to select a proposal.

Ensure the topic is interesting to you. Nobody will write about something boring or cliched. Just like with the business proposal topics , where you should be passionate about the issue to cover it well.
Choose areas that you know well or want to explore further. The better you understand the selected human resource management research paper topics, the less time and effort you spend on your proposal.
Avoid generalizations and being too broad. If you investigate the wide research topics in human resource management, narrow it down and select the most valuable theme. Ensure the proposal will also be informative and engage readers.
Apply the latest trends effectively. Also, ensure the proposal topic allows you to conduct extensive research with a narrow focus. For example, you may apply trending themes to investigate some local cases.

Add these points to your proposal checklist, making identifying valuable human resource topics for research paper simpler. Even if you already received a prompt from your professor, you can still correct it a bit. Also, it all makes easier when you acquire help from professional proposal writing services , and the expert suggests the topics addressing these points 100%.

Compelling Human Resources Management Topics for Research Paper

Today, human resources is a proper science distinct into specific areas. Using various tools and innovations allows one to expand the academic scope and bring up complex business outcomes. It would be impossible without research. However, proper research is possible only when choosing an appropriate direction. Below are some interesting human resources research paper topics you might want to cover:

Why Is Job Analysis Important
How to Handle Overqualified Employees
Identifying Strengths and Weaknesses During an Employment Interview
The Effectiveness of Social Media in Human Resource Management
Should Human Resource Managers Hire Students
How Important Are Soft Skills
Using Virtual Reality to Train Employees
The Significance of HR KPIs in Employee Performance
Job Rotation and Job Redesign: What’s the Difference?
Are Online Video Courses Efficient to Train Stuff?
Significance of Corporate Universities
Effective Disciplining Methods
360 Degree Feedback: Advantages and Disadvantages
Advantages of a Multigenerational Workforce
How Performance Assessments Impact Employee Productivity
Career Development and Employee Morale
Maintaining Work-Life Balance
Employee Motivation and Workplace Stress Management
How Can Human Resource Managers Establish Successful Communication During Remote Work
Identifying Workplace Bullying in Multiple Ways
How to Prevent Employees From Emotional Burnout
The Rise of the Global Labor Market
The Diversity Gap at the Workplace
Effective Methods of Workplace Monitoring
Facts Affecting Employee Retention

As you can see, research proposal topics in human resource management vary, and you can approach the problem from different angles and create proposals about the points that interest you the most. Choose ones that inspire you to research in-depth and create captivating proposals.

Unusual Research Proposals on Human Resource Management

If you want to move away from default proposal concepts and cover competitive human resource research topics, you may need a more comprehensive look at the whole area. Think about HR in the context of social and ethical issues, or try to seek through psychology research proposal topics. Employees, managers, and recruiters often face difficulties based on such matters.

This way, combining the HR area with other fields of knowledge may open new horizons for your investigations. Check out issue-based human resources management research paper topics.

Identifying Workplace Bullying
The Main Challenges of Human Resource Managers
Religious and Sexual Discrimination in the Workplace
Dealing With Sexual Harassment at the Workplace
How to Control Employees Following Safety Protocols
What Happens if Not Following Workplace Safety
Cases When HR Should Take Legal Action
Ways the Human Resource Specialist Protects the Employees or the Company
Preventing Osha Violations at Work
Training the Workplace to Minimize Potential Risks
The Role of Human Resources in Risk Management
What to Do When an Employee Is Assaulted at Work?
Ethical Considerations Regarding Monitoring Employees During Remote Work
The Importance of Having Equal Employment Opportunities
Direct and Indirect Workplace Discrimination
How to Report About Workplace Harassment
Consequences of Violating Safety Rules at the Workplace

It’s also essential to find appropriate sample research papers on human resource management that help you understand what a good proposal should look like. It will give you numerous insights on the proper structure, formatting, as well as approaches to inspire readers and motivate them to look forward.

DOWNLOAD Here More Research Proposal Topic Ideas in Human Resource Management!

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Research Proposal: Human Resource Management

Research Proposal: Human Resource Management Table of Contents Introduction3 Main Concepts Definition3 Topic and Justification5 Literature Review and Research Gap6 Research Methodology9 Anticipated Outcomes and Conclusion10 Bibliography11 Appendix15 Proposed Interview Questions15 Introduction Human Resource Management is a crucial aspect of an organization's life, one that guides and appraises the performance of its employees and manages the work force in alignment with the corporate strategies. HRM polices create significant effects on the organizational performance, since it directly relates to the internal equity of the organization, which are its valued employees. This proposal is based on a comparative assessment of the effects and relationship of Human Resource Management policies and regulations in the developing and the developed countries. This research will seek an in-depth analysis of the policies that are penetrative in the industrial sector of both the developed and the developing countries; in an attempt to study what are the differences that exist in either of the two industries. We will seek to identify and distinguish between polices of the West (mainly of the United States) with those of Iran (a developing country), that will conclude into justifiable comparisons among the rules and regulations related to the personnel management in these countries. Main Concepts Definition Human Resource Management: The human resource management (HRM) is a set of practices of management aimed at mobilizing and developing human resources for greater performance of the organization (Jaeger, 1990). Organizational performance: According to Richard et al. (2009) organizational performance encompasses three specific areas of firm outcomes: Financial performance (profits, return on assets, return on investment, etc.); Product market performance (sales, market share, etc.); and Shareholder return (total shareholder return, economic value added, etc).The term Organizational effectiveness is broader (Richard, 2009). Developed Countries: Developed countries have a high income per capita, i.e., a higher average per capita income above $ 10,000 a year, a powerful and technologically advanced industry, a high standard of living, reflected in the development of infrastructure and in the quantity and quality of health services, educational, cultural, etc. Moreover, a good part of the population has a high level of consumption (Coyle, 2000). Developing Countries: The underdeveloped countries have low per capita income, which normally does not reach $ 2,000 per year, a small or emerging industrial development, but often depends on foreign investment and is based on labour and the high potato energy, natural resources primarily for export, a strong dependence on foreign technology, trade and credit, a reduced standard of living, with poor services and inaccessible to a large proportion of the population, poor infrastructure, a high rate illiteracy, a very high population growth, and low consumption (Gabris, Mitchell, 2005). In addition, political instability, corruption and social inequality are commonplace in these States (Mullins, 2010). Topic and Justification The proposed topic of the research will be: “A comparative study of the relationship and effects of HRM (Human Resources Management) policies, on the Organizational performance of Industrial Sectors in both the Developing and the Developed Countries”. HRM policies are a key to the progress of organizations in developed societies where it is an important element to develop and maintain the human ...

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Sample PHD HRM Dissertation Proposal

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Challenges of Strategic Human Resource Management (SHRM)

Research focus: project based public organisations in trade and industry sectors of uk.

The proposed research will be based on an exploratory and interpretive paradigm to understand the challenges faced in strategic human resource management (SHRM), with a particular focus on public organisations of the UK in trade and industry divisions of the UK government.

The reviewed literature depicted that in a project-based organisation (PBO), the achievement of long term competitive advantage is one of the essential goals in large public and private organisations that lead to the modifications in management practices of new modes of operations. The transition from traditional to optimised project management techniques in government organisation not only involves the management’s change of mindsets, but it also requires changes in operational compatibilities of human resources.

Proposed Title

Challenges of Strategic Human Resource management (SHRM) in Project based public organisations in trade and industry sectors of UK

Introduction

The successful progress of any organisation requires the adequate performance of Human resources as an integral component of organisational resources and capabilities. The studies of Hayton (2005), Peiseniece and Volkova (2010), and others have convincingly declared human resource management (HRM) as one of the most critical management functions as a driver of the value chain.

Project management is one of the contemporary management approaches with more concentration on achieving a single objective. With the increase in dynamics and complexity of the external business environment, the change management and project management approaches are widely used in public organisations (Kaufman and Miller, 2011).

This research proposal is based on analysing human resource challenges posed in the public PBOs during the transition phase. The literature is reviewed concerning the critical perspectives of studies about challenges in achieving the dynamic performance of HR in PBOs. Further, the discussion on research methodology is part of this proposal.

Rationale of Research

According to Mathis and Jackson (2011), strategic human resources management (SHRM) is one of the essential differentiation functions of a traditional management based organisation and a project-based organisation (PBO).

Pronjogo and McDermott (2011) argued the limitations of human resource management in public organisations project management approaches. Because of the traditional approaches followed in the bureaucratic setup of government or public departments, the transition towards PBO has specific challenges related to performance and skills management, adaptation to change, and modifications of operational strategies. Therefore, it is essential to analyse these challenges given the theoretical frameworks for HRM in public sector PBOs in the United Kingdom (UK).

Research Aim

This research aims to cover the essential aspects of SHRM to explore SHRM challenges in increasing the HR capacity and adaptation to change resulting from the transition of public sector project-based organisations (PBO) from the traditional public sector in the UK.

The proposed research will be related to the achievement of the following research objectives;

1. To understand the changing role of employees in a public organisation in context to PBO requirements in the UK.

2. To identify the modifications required in the HRM policies, practices, and designing of project teams in public sector PBOs.

3. To assess the capabilities and adaptation to transitional changes in human resources of selected PBOs in the UK

Research Questions

Given the complexities involved in the transition process faced by public sector organisations due to their size and diversity in human resource characteristics, the research will endeavour to answer the following questions;

1. What are the main challenges posed during the transition of a traditional public organisation to a PBO in the UK, and how do these challenges affect the modifications of HR practices to the new design of HRM in PBOs?

2. How do the roles and capabilities of HRM modify given the designing and management of project teams in public sector PBOs in the UK?

3. What is the consequence of the transition from a traditional to PBO on HR development and employees adapting to the new project environment in the context of public organisations?

Literature Review

This section reviews the relevant literature of project organisations and the challenges to HRM during the transition from traditional to project-based organisations (PBOs).

Transition to Project Based Organization (PBO)

The switching of traditional organisations to project-based, process-based, and change management-oriented organisations are pretty standard in the private sector. Similarly, public organisations also face the challenges of attaining the required performance in project-based settings. According to the proposed notion of Garies (2010), more frequent changes have been observed in recent eras due to the increased complexity and dynamic environment in consumers and business environments. Therefore, Turner (2009) declared the transition to a project-based organisational setup is essential to attain strategic organisational goals with a more focused approach. In contrast to the private organisations, the activities of PBO require a more focused and dynamic approach from public organisations due to their bureaucratic structure with less flexibility and large employee base to control HRM activities (Young and Howard, 2012).

Characteristics of PBOs in Public Sector

The category of the government sector in the UK is considered as Projectified organisations due to the transition made from traditional organisations to a more flexible and dynamic delivery of custom designs given the changes in the business environment.

Further, Gurbuz and Mert (2011) argued that the public organisations offered objectification to specific departments and service areas because of specified requirements of government projects, and the other sections and departments are governed through traditional management approaches. Hence, the requirement of practical human resources is one of the preliminary requirements in PBOs.

In view of the research of Perkins and White (2010) and Turner (2009), the changes in HR practices in PBOs are essential to address as the project’s development is associated with the designing of a new work environment on Projectified organisations. Jalocha et al. (2014) emphasise the development of critical competencies in project managers of Public organisations.

SHRM Challenges in the Public PBO

In addition, the increased requirements of soaring performance are difficult to achieve in view of the work concept in public organisation employees.

The other essential factors identified by the studies of Li-Yun, and Pan (2011) and Muller and Turner (2010) are linked to the development of career opportunities, flexibility in work routines and consistency in performance appraisal system for various projects in a single organisation are some important issues to be addressed.

Research Methodology

The exploratory research methodology governed by an interpretivist paradigm is selected for this research. The application of theoretical constructs of a PBO on the public organisational project settings needs a detailed and comprehensive study to align the concepts to the actual life practices of these PBOs.

The main areas of exploration are the development of SHRM practices in view of the challenges in current project-based working scenarios of public organisations in the UK. The studies of Li-Yun, and Pan (2011) and Jalocha et al. (2014) provided the necessary literature base for the HR settings in PBOs.

Further, the works of Crawford et al. (2013) and Snape and Redman (2010) will assist in determining the crucial variables of HR performance development in SHRM planning and HR linkages in PBOs.

The empirical research will be based on detailed personal and group interviews in five selected public organisations in the UK. The government departments operating in trade and industry are the main focus of the proposed research.

The nature of this longitudinal study will use an inductive approach in the collection of and qualitative data from interviews of project managers and HR managers in selected public organisations in the UK. Coding of data collected from interviews will be done by feeding qualitative data of interviews in RDA/QDA or ATLAS to convert qualitative data to quantitative.

The evidence in qualitative data will be collected through brainstorming, interviews, and focus group discussions with the project planners and HR managers in public sector organisations.

Summary and Conclusions

The changes in the environment and practices of individual employees in a public sector PBO are the most challenging aspects. The employees’ integration with project tasks needs a shift in mindset from traditional to task-based operations. The proposed research is expected to explore essential insights in the major transformations in public organisation SHRM to match the requirement of dynamic environments.

Proposed Work Plan

The span of the study is tentatively planned to three years, and a detailed plan is attached in Appendix.

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Crawford, E., Rich, B., Buckman, B. and Bergeron, J. (2013) ‘The Antecedents and Drivers of Employee Engagement, in Truss, C., Alfes, K., Delbridge, R., Shantz, A. and Soane, E. (Eds) Employee Engagement in Theory and Practice. London: Routledge

Gareis, R. (2010). Designing changes or permanent organizations by processes and projects. International Journal of Project Management, 28, 4, 314-327.

Gurbuz, S. and Mert, I. (2011) Impact of the Strategic Human Resource Management on Organisational Performance: Evidence from Turkey. The International of Human Resource Management. 22(8), pp.1803-1822

Hayton, J. C. (2005). Promoting corporate entrepreneurship through human resource management practice: A review of empirical research. Human Resource Management Review, 15, 21–41.

Ingason, H. T. & Jónasson, H. I. (2009). Contemporary knowledge and skill requirements in project management, Project Management Journal, Vol. 40, No. 2.

Kaufman, B. and Miller, B. (2011) The Firms Choice of HRM practices: Economics meets Strategic Human Resource Management. Industrial & Labor Relations Review. 64(3), pp.423-626.

Li-Yun, S. and Pan, W. (2011) Differentiation Strategy, High -Performance Human Resource Practices, and Firm Performance: Moderation by Employee Commitment. The International Journal of Human Resource Management. 22(15), pp.3068-3079.

Mathis, R.L., & Jackson, J.H. (2011). Human Resource Management (14th ed.). South-Western: Thomson. 592 p.

Müller, R. & Turner, R. (2010) Leadership competency profiles of successful project managers, International Journal of Project Management, Vol. 28. Peiseniece, L., & Volkova, T. (2010). The necessity to evaluate human resource management in companies of Latvia. Economics and management, 15, 698-703.

Perkins, S. White G. (2010) Modernising Pay in the UK Public Services: Trends and Implications. Human Resource Management Journal. 20(3), pp. 244-257

Pronjogo, D. and McDermott, C. (2011). The Relationship between multidimensional Organisational Culture and Performance. International Journal of Operations and Production Management.31(7), pp. 712-735.

Shaw, J., Park, T. and Kim, E. (2013) A Resource-based Perspective on Human Capital Loses, HRM Investments, and Organizational Performance. Strategic Management Journal. 34(5) pp. 572-589.

Snape, E. and Redman, T. (2010) HRM Practices, Organizational Citizenship Behaviour, and Performance: a Multi-level Analysis. Journal of Management Studies.47(7), pp.1219-1249.

Turner, J. R. (2009). The Handbook of Project-based Management. Third ed. McGraw-Hill, New York and London. Van Jaarssveld, D. and Yanadori, Y. (2011) Compensation Management in Outsources Service Organisations and its Implications for Quit rates,

Absenteeism and Workforce Performance: Evidence from Canadian Call Centres. British Journal of Industrial Relations. 49(s1), pp.s1-s26

Young, Y. and Howard, B. (2012) Financial Incentives, Professional Values and Performance: a Case Study of Pay-for-performance in a Professional Organization. Journal of Organizational Behaviour. 33(7), pp. 964-983.

Appendix – Detailed Research Schedule

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Human Resource Management Research Paper Topics

Human resource management research paper topics are a critical area of study for students and professionals aiming to understand and advance the field of Human Resource Management (HRM). With the rise of complex organizational structures, diverse workplace environments, and evolving employment laws, HRM has become an essential part of any successful organization. This abstract provides an overview of the multifaceted world of HRM research and introduces a comprehensive list of research paper topics that cater to various aspects of HRM. From talent acquisition to employee retention, performance evaluation, training, and legal compliance, the following sections will offer detailed insights into these areas. Students interested in pursuing research in HRM will find these topics engaging and highly relevant to the current organizational landscape. Additionally, they will be introduced to iResearchNet’s writing services that provide expert assistance in producing custom HRM research papers, ensuring quality, depth, and adherence to academic standards.

100 Human Resource Management Research Paper Topics

Human Resource Management (HRM) is a field that delves into the multifaceted interactions between employees and organizations. The role of HRM has evolved over time to include not only the management of recruitment and employee relations but also strategic planning, legal compliance, and organizational development. Here, we present a comprehensive list of Human Resource Management research paper topics divided into 10 essential categories, each containing 10 specific topics.

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HRM is a dynamic and broad field that demands multidimensional approaches to study. As students explore various topics, they will find intricate connections between management strategies, organizational behavior, and employee satisfaction. The following list serves as an inclusive guide to inspire research and academic inquiry.

The role of HRM in organizational strategy
Integrating HRM and business planning
Talent management strategies
Outsourcing HR functions: Pros and cons
Technology and HRM
Cross-cultural HRM
Mergers and acquisitions: HRM challenges
Strategic HR planning and organizational success
The future of strategic HRM
Best HR practices in top-performing companies
Innovative recruitment techniques
Bias and discrimination in the recruitment process
Role of artificial intelligence in recruitment
Recruitment marketing strategies
Social media as a recruitment tool
Ethics in employee selection
Assessing the effectiveness of recruitment strategies
Diversity and inclusion in recruitment
Remote hiring practices
Campus recruitment strategies
The effectiveness of training programs
Employee development and organizational growth
The role of mentors in employee growth
E-learning and virtual training methods
Personalized training approaches
Training evaluation methods
Cross-training and skill development
The future of corporate training
Impact of continuous learning culture
Leadership development programs
Modern performance appraisal techniques
360-degree feedback system
Employee engagement and performance
Performance management and job satisfaction
Aligning performance goals with organizational objectives
Challenges in performance evaluation
Performance-based rewards
Emotional intelligence and employee performance
Performance management in remote work environments
Real-time performance tracking systems
Building trust and collaboration among employees
Conflict resolution strategies
Impact of organizational culture on employee engagement
Managing generational differences in the workplace
Role of leadership in fostering engagement
Employee wellness programs
The psychology of employee engagement
Communication strategies for employee relations
Remote employee engagement tactics
Work-life balance initiatives
Salary negotiation techniques
The psychology of compensation
Pay equity and gender wage gap
The impact of benefits on employee retention
Flexible compensation models
Global compensation strategies
Linking compensation to performance
Employee stock ownership plans (ESOPs)
Non-monetary benefits and motivation
Compensation transparency
Labor law compliance in multinational corporations
Whistleblowing and ethical considerations
HRM in unionized workplaces
Workplace harassment laws
Employee rights and employer responsibilities
Managing employee terminations ethically
Diversity and anti-discrimination policies
Legal aspects of employee benefits
Remote work and legal challenges
Ethical dilemmas in HRM
Building a diverse workforce
Strategies for fostering inclusion
The impact of diversity on team performance
Gender diversity in leadership roles
Managing cultural diversity
Age diversity in the workplace
Disability inclusion strategies
LGBT+ inclusion in the workplace
Ethnic diversity and organizational success
Bias reduction training
The role of HRM in shaping organizational culture
Employee behavior and organizational success
Workplace norms and values
Emotional labor in organizations
Organizational change management
Strategies for building a positive work environment
Employee motivation and organizational culture
The psychology of workplace relationships
Corporate social responsibility (CSR) and culture
The role of leadership in defining organizational culture
Emerging Trends in HRM
HRM in the gig economy
Artificial intelligence and HRM
Employee mental health and well-being
Sustainability and HRM
The future of remote work
Integrating HRM and corporate social responsibility (CSR)
Blockchain in HRM
Personal branding in HR
The role of big data analytics in HRM
HRM challenges in the post-pandemic world

The list of human resource management research paper topics presented above offers a rich and diverse avenue for exploration. Each category delves into core aspects of HRM, reflecting the ever-changing nature of this field. As students embark on their research journey, they will discover a world that intricately connects people, organizations, and societal values. Whether focusing on traditional practices or emerging trends, these topics provide the starting point for meaningful inquiry and the creation of knowledge that contributes to the continued growth and evolution of HRM.

Human Resource Management and the Range of Research Paper Topics

Human Resource Management (HRM) is an interdisciplinary field that integrates aspects of management, psychology, sociology, economics, and legal studies. It is the art and science of managing people within an organization to maximize their performance, well-being, and alignment with strategic goals. As a broad and multifaceted domain, HRM opens doors to a wide array of research opportunities. This article will explore the essence of HRM, its historical evolution, theoretical frameworks, practical applications, and the myriad of research paper topics it offers.

Historical Background

The history of HRM can be traced back to the early 20th century, during the rise of the industrial revolution. The scientific management theory introduced by Frederick Taylor sought to apply scientific principles to worker productivity. As the business environment grew more complex, the Hawthorne studies emerged, highlighting the importance of social factors and human relations in the workplace. The evolution from personnel management to modern HRM reflects a shift from viewing employees as mere resources to recognizing them as valuable assets.

Theoretical Frameworks

HRM is underpinned by several key theories that guide practice:

Resource-Based View (RBV): Emphasizes the role of human resources as a competitive advantage.
Equity Theory: Focuses on fairness and justice in employee relations.
Expectancy Theory: Explains how employees are motivated by the expected outcomes of their actions.
Human Capital Theory: Regards employees as assets whose value can be enhanced through training and development.

These theories offer diverse perspectives for research, ranging from organizational behavior to strategic HRM.

Key Functions and Practices

The scope of HRM encompasses various functions that address the needs of both the organization and its employees:

Recruitment and Selection: Designing and implementing processes to attract and hire suitable candidates.
Training and Development: Enhancing employee skills and knowledge through continuous learning.
Performance Management: Assessing and managing employee performance to align with organizational goals.
Compensation and Benefits: Structuring pay and rewards to motivate and retain talent.
Labor Relations: Navigating the legal landscape and fostering healthy employee-employer relationships.

Contemporary Challenges

Modern HRM faces several challenges that provide fertile grounds for research:

Diversity and Inclusion: Creating a workforce that represents various backgrounds, beliefs, and perspectives.
Technology and Automation: Leveraging technology to enhance HR processes while considering its impact on jobs.
Globalization: Managing HR practices across different cultures and jurisdictions.
Ethical Considerations: Balancing organizational needs with ethical treatment of employees.

Emerging Trends

The ever-changing business landscape leads to new trends in HRM:

Remote Work: The rise of virtual workplaces and the associated management challenges.
Well-Being and Mental Health: Prioritizing employee health and well-being as part of HR strategy.
Sustainability: Integrating social responsibility into HR practices.

Range of Research Paper Topics

The complexity and diversity of HRM lead to an abundance of research paper topics. Here are examples from different areas:

Strategic HRM: Examining the alignment of HR practices with business strategy.
Employee Engagement: Exploring factors that influence engagement and its impact on performance.
Legal Aspects of HRM: Investigating laws and regulations affecting HR practices.
Organizational Culture and Behavior: Analyzing the influence of culture on employee behavior and organizational success.

Human Resource Management is a vast and dynamic field that intertwines various disciplines, theories, practices, and challenges. From historical roots to contemporary issues, HRM offers a rich tapestry of research opportunities. Whether investigating traditional functions or delving into emerging trends, students and scholars can find a wealth of topics that resonate with their interests and contribute to our understanding of human interactions within organizational contexts. The spectrum of human resource management research paper topics reflects the depth and breadth of a field that continues to evolve, shaping the way we work, lead, and thrive in an ever-changing world.

How to Choose Human Resource Management Research Paper Topics

Selecting the right topic for a research paper in Human Resource Management (HRM) is a critical step that can shape the entire trajectory of your project. The topic you choose should align with your interests, academic level, the specific requirements of the assignment, and the current trends in the field. Here’s a guide to help you navigate the decision-making process and pinpoint a topic that resonates with you.

The realm of Human Resource Management is vast and diverse, encompassing various theories, functions, challenges, and emerging trends. Choosing a suitable research paper topic within this multifaceted field requires careful consideration and strategic thinking. This section will outline ten essential tips to guide you in selecting a meaningful, relevant, and engaging topic for your research.

Identify Your Interests: Begin by reflecting on what aspects of HRM intrigue you. Are you passionate about organizational behavior, talent acquisition, employee welfare, or strategic HRM? Your research will be more enjoyable if it aligns with your interests.
Understand the Assignment Requirements: Review the guidelines and grading criteria provided by your instructor. Consider the scope, length, and expected complexity of the paper.
Conduct a Preliminary Literature Review: Explore existing research in areas that interest you. Identify gaps, controversies, or emerging trends that could form the basis for your study.
Consider the Target Audience: Think about who will read your paper. Tailoring the topic to your audience’s interests, knowledge level, and expectations can enhance its impact.
Evaluate Available Resources: Assess the availability of data, tools, and resources needed for your research. The feasibility of a topic depends on your ability to access relevant information and support.
Align with Current Trends: Consider choosing a topic that relates to contemporary issues or recent developments in HRM. This alignment can make your research more relevant and appealing.
Seek Guidance from Instructors or Peers: Don’t hesitate to consult with your instructor, classmates, or academic advisors. They may offer valuable insights, feedback, or suggestions.
Ensure Ethical Consideration: Ensure that your chosen topic complies with ethical standards, particularly if it involves human subjects, sensitive data, or controversial subjects.
Consider the Broader Impact: Reflect on how your research could contribute to the field of HRM. A topic with potential practical implications or theoretical advancements can add value to your work.
Create a Shortlist and Evaluate: Draft a list of potential topics and weigh them against the criteria outlined above. This systematic approach can help you identify the most suitable option.

Selecting a research paper topic in Human Resource Management is a thoughtful and iterative process that requires introspection, exploration, and strategic thinking. By considering your interests, academic requirements, available resources, current trends, ethical considerations, and potential impact, you can identify a topic that not only resonates with you but also contributes to the vibrant discourse in HRM. Remember that your choice is not set in stone; it’s a starting point that you can refine and adapt as you delve into your research. Embrace the journey, for the right topic is a gateway to discovery, learning, and growth in the multifaceted world of human resource management.

How to Write a Human Resource Management Research Paper

Writing a research paper on Human Resource Management (HRM) is a complex task that requires a clear understanding of the subject matter, a methodical approach to research, and strong writing skills. The following section will guide you through the process of crafting a well-structured, insightful, and academically rigorous research paper in HRM.

Human Resource Management is at the core of organizational success, shaping the way businesses attract, retain, and develop talent. As a field that intertwines with psychology, sociology, business strategy, and law, writing a research paper on HRM is both challenging and rewarding. The following guide provides a step-by-step approach to help you navigate the research, writing, and revision stages, ensuring that your paper is thorough, coherent, and impactful.

Understand the Assignment: Before diving into research and writing, clarify the assignment’s objectives, scope, format, and grading criteria. Ensure you understand what is expected in terms of content, structure, style, and depth of analysis.
Choose a Relevant Topic: Select a topic that aligns with your interests, the course objectives, and current HRM trends. Refer to Section IV for guidance on choosing the right topic.
Conduct Comprehensive Research: Utilize reputable sources such as academic journals, books, and industry reports to gather data, theories, and insights related to your topic. Evaluate the credibility and relevance of each source.
Develop a Thesis Statement: Craft a clear and concise thesis statement that outlines the central argument or focus of your paper. The thesis should guide the reader on what to expect and provide a roadmap for your analysis.
Create an Outline: Develop a detailed outline that breaks down the main sections and sub-sections of your paper. An outline will help you organize your thoughts, maintain coherence, and ensure a logical flow of ideas.
Write the Introduction: Begin with an engaging introduction that introduces the topic, provides background information, highlights its significance, and presents the thesis statement.
Develop the Body Paragraphs: Divide the body of your paper into clear sections and subsections. Use headings and subheadings to guide the reader. Each paragraph should have a clear topic sentence, supporting evidence, and a concluding sentence that links back to the thesis.
Include Practical Insights and Case Studies: Where appropriate, include practical examples, case studies, or industry insights that illustrate your points. This application of theory to real-world scenarios can enhance the depth and relevance of your paper.
Write the Conclusion: Summarize the key findings, restate the thesis in light of the evidence, and discuss the implications, limitations, and recommendations for future research or practice.
Revise and Edit: Review your paper multiple times to check for clarity, coherence, grammar, and formatting errors. Consider seeking feedback from peers or instructors, and use plagiarism check tools to ensure originality.

Writing a research paper in Human Resource Management is a multifaceted process that requires careful planning, diligent research, critical analysis, and thoughtful writing. By following the tips outlined above, you can create a paper that not only meets academic standards but also contributes valuable insights to the dynamic field of HRM. Remember that writing is a process of continuous refinement; embrace revisions, seek feedback, and strive for clarity and depth. The journey of crafting an HRM research paper is an opportunity to deepen your understanding, hone your skills, and contribute to the ongoing discourse in a field that shapes the heart of organizations around the world.

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Introduction to Contemporary Research Perspectives in Human Resource Management and Organizational Behavior

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Riann Singh 3 &
Shalini Ramdeo 4

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This book integrates the most relevant contemporary research ideas within the field and practice of Human Resource Management (HRM) and Organizational Behavior (OB) into a cohesive research discussion, with the aim of synthesizing and advancing research perspectives. Indeed, these two fields intersect through the management of employees to drive competitiveness, while understanding their behaviors to maximize efficiency and effectiveness. Accordingly, the first chapter evaluates the alignment between organizational strategies, HRM and OB approaches, the relevance of research to advance the fields of HRM and OB, and identifies ten (10) research topics, which cover novel and emerging perspectives as well as developments within classical areas of HRM and OB. The justification for the selected topics is also presented. Finally, this chapter provides a roadmap for readers by briefly describing each of the remaining chapters in the book.

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Singh, R., Ramdeo, S. (2023). Introduction to Contemporary Research Perspectives in Human Resource Management and Organizational Behavior. In: Contemporary Perspectives in Human Resource Management and Organizational Behavior. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-30225-1_1

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Innovation and human resource management: a systematic literature review

European Journal of Innovation Management

ISSN : 1460-1060

Article publication date: 18 January 2022

Issue publication date: 19 December 2022

This study aims to map scientific publications, intellectual structure and research trends in the development of human resource management (HRM) by adopting innovative practices. Specifically, it aims to (1) identify the fundamental contributions of research and to (2) determine the lines of research that constitute the most prominent intellectual structure to contribute to defining a future research agenda.

Design/methodology/approach

This study employs bibliometric, bibliographic coupling and cluster analysis techniques. To evaluate any potential patterns among the articles, it is analyzed how those were jointly cited. Hierarchical cluster analysis was also applied to those subject to bibliographic coupling analysis within the scope of grouping the interrelated articles into distinct sets.

The results enabled the identification and classification of various theoretical perspectives on human resources development through the adoption of innovative practices into four main approaches: (1) organizational factors of success, (2) strategic HRM, (3) human behavior and (4) learning management.

Originality/value

This study identifies, explores, analyzes and summarizes the main themes contributing to deepening the literature by identifying the priority areas concerning HRM through the adoption of innovative practices that can guarantee international standards of excellence.

Systematic literature review

Jotabá, M.N. , Fernandes, C.I. , Gunkel, M. and Kraus, S. (2022), "Innovation and human resource management: a systematic literature review", European Journal of Innovation Management , Vol. 25 No. 6, pp. 1-18. https://doi.org/10.1108/EJIM-07-2021-0330

Emerald Publishing Limited

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1. Introduction

Potgieter and Mokomane (2020) argue that the strategic emphasis of a human resource management (HRM) department can be summarized as the effective management of teams and individuals in an organization aimed at competitive advantage and performance success. Thus, there is growing interest in investigating the role of HRM departments and practices in supporting companies' capacity for innovation ( Engelsberger et al. , 2021 ). Due to the recent transformation (such as digitization) of most organizations, HRM's role in strategic management has become more important ( Zhou et al. , 2020 ), as these practices can provide tools for change and innovation and support strategic decision-making in organizations ( Sheehan et al. , 2016 ).

The HR strategy is increasingly related to the prevailing organizational strategy, experiencing the direct impact of ongoing changes while supporting the organization's development in the emerging digital environment. Thus, HRM practices have increasingly considered the needs of Industrial Revolution 4.0, which inevitably points to huge changes in the established system and its contexts. Within this scope of change, high-performing organizations adopt radically different forms and become more digital and innovative ( Deloitte, 2017 ).

HRM plays a significant role in supporting changes. Thus, several studies have begun to examine the relationship between HRM and innovation, specifically, practices that contribute to innovation in organizations. Looise and van Riemsdijk (2004) suggest that four aspects of HR are important for innovation in an organization, namely, work design, people, performance management and rewards, as well as communication and participation. De Leede and Looise (2005) present a model relating the HRM strategy to organizational results, such as innovation and success, noting that HRM practices, resulting from the strategy, can lead to results such as creativity, commitment and competencies, resulting in the organizational results of innovation and success.

Although HR practices and employees seem essential for innovation, empirical research linking the areas of HRM and innovation is quite scarce ( De Leeds and Looise, 2005 ; Laursen and Foss, 2014 ; Seeck and Diehl, 2017 ). Given the strong and growing focus on innovation, the HRM of organizations also needs to review their employees' skills. According to Meskó et al. (2018) , 50% of all current jobs will be outdated in the next two decades. This leads to the imperative challenges faced by HRM in advancing at a faster pace, adapting practices and routines as well as facilitating organizational learning ( Muñoz-Pascual et al. , 2019 ). HR practices are innovative and support innovation within organizations ( Kossek, 1987 ; Looise and van Riemsdijk, 2004 ).

Innovation in HR is related to changes in the social systems of organizations and the adoption and diffusion of these innovations, due to environmental forces and social processes ( Koosek, 1987 ). As noted by Looise and van Riemsdijk (2004) , these HR innovations are fundamental to innovation within organizations. Supporting employees' careers and establishing a goal and objective systems with rewards for successfully undertaking and conducting innovation ( Cano and Cano, 2006 ) are important for innovation. Thus, reflecting on the impacts that innovation can enhance regarding the future of work and employment is important. Furthermore, the HRM's role in supporting these changes should be carefully analyzed. Hence, a more in-depth analysis of HRM structures, rethinking routine activities, reviewing policies, developing new knowledge and skills and enabling teams to work in work environments that are completely different from previous ones.

Seeck and Diehl (2017) were the first and so far only scholars to systematize the theme of innovation in HRM, identifying 35 empirical studies linking HRM and innovation over 25 years (1990–2015). The results indicate the importance of the relationship: HRM practices implemented by organizations have a positive effect on innovation. Given the growing importance, and the speed of innovation, examining the development of this strand of literature is of utmost importance. This is also observed by Natalicchio et al. (2018) who conclude that the direct effect of HRM is of interest to research and the moderating role of HR practices requires a broader debate in the literature.

Thus, inspired by the work of Seeck and Diehl (2017) and building upon as well as updating it, we aimed to stimulate academic improvement and provide a better sense of direction and offer a thorough and systematic review of this expanding literature. We focus on addressing the following questions: What constitutes innovation in HRM? What theories support research on innovation in HRM? Our study makes several important contributions to the literature. First, we present a systematic review of the literature on innovation in HRM using bibliometric techniques (e.g. Donthu et al. , 2021 ). This helps identify the previous literature's findings and sets the stage for new research, summarizing the main knowledge gaps and directions. Second, our review challenges several theoretical/conceptual assumptions prevalent in HRM innovation research and offers new perspectives that can shape future research. Third, we define a road map for an informed research agenda that proposes multiple improved directions.

Overall, our study aimed to conduct a mapping of scientific publications, intellectual structure and research trends in the area of innovation in human resources management. Specifically, we intend to (1) identify the fundamental contributions of research in this area and (2) determine the lines of research that constitute the most prominent intellectual structure to contribute to the definition of a future research agenda.

2. Methodology

This study aimed to critically analyze studies that examine HRM's role in innovative companies through a systematic literature review (SLR), bibliographic coupling and cluster analysis techniques. The SLR process starts with the definition, objectives and conceptual limitations ( Kraus et al. , 2020 ). This study concentrates on the macro-context of strategic HRM associated with innovation to broaden the conceptual understanding of the adoption of such practices. For this, the following goals were established: (1) identifying studies published in scientific journals on HRM practices related to adopting and conducting innovation in organizations; (2) proposing an integrated evaluation of the problems and discoveries of the leading individual studies to understand the scenario surrounding human resources and innovation; and (3) presenting implications for HRM practices ( Denyer and Tranfield, 2009 ).

Next, the software package VOSviewer was used to generate bibliometric maps and identify bibliographic coupling in the article references. Bibliographic coupling classifies two articles when they make recourse to the same reference item ( Kessler, 1963 ). Each cluster was determined by analyzing the content and keywords, and thus, the most pertinent information of the articles in the sample. The resulting clusters serve as a starting point for organizing the scientific outputs.

2.1 Selecting the review method

This work aimed to overcome the challenges associated with the increasing volume of scientific production (e.g. subjectivity), as evaluating and comprehending a topic's literature requires scientific analytical tools ( Kraus et al. , 2021 ). Therefore, it engages in a systematic process of identifying, analyzing and synthesizing discrete streams ( Snyder, 2019 ; Kraus et al. , 2020 ; Vrontis and Christofi, 2021 ) to establish the theoretical underpinnings of in–home service consumption. For this, we adopted a hybrid review methodology by combining a bibliometric and framework-based review ( Figure 1 ) ( Snyder, 2019 ). The bibliometric review enabled us to quantify the productivity of scientific research, identify thematic clusters and establish the foundations of in–home service consumption ( Mas-Tur et al. , 2020 ). The framework-based review set the foundations for the proposed innovation and HRM framework and a comprehensive understanding of innovation and HRM. A review based on bibliometric analysis provides a powerful set of methods and measures for studying the structure and process of scholarly communication. To study the available literature, we relied on three widely used techniques of bibliometric analysis: evaluative, relational and review techniques ( Echchakoui, 2020 ). The evaluation technique focuses on the academic impact and includes three types of measures: influence (e.g. number of citations per year and per author), productivity (e.g. number of publications per year and per author) and hybrid (a combination of influence and productivity) (e.g. the average number of citations per paper). The relational technique explores the relationship between units of analysis on a specific topic or research field, identifying patterns and networks among journals, publications and/or authors. Co-citation analysis, bibliographic coupling, co-authorship analysis and co-word analysis are examples of relational techniques (e.g. Kraus et al. , 2012 ). The review techniques refer to systematic literature reviews, meta-analyses or qualitative studies ( Echchakoui, 2020 ). The present study encompasses all three bibliometric techniques.

2.2 Data collection and processing methods

A literature search was conducted using the Web of Science database. The search terms used were “innovation” and “human resource management” (and possible abbreviations). A total of 532 articles were obtained.

To obtain the primary objective and specific goals, the search focused on articles from academic journals, narrowing them to 446 articles; followed by the filters “topic,” in the categories of “management” and “business,” in English language and in December 2020. In summary, 241 articles indexed in the database were identified in the Web of Science , which can be considered “the most prestigious database and leading academic institutions and the research world” ( Gasparyan et al. , 2013 , p. 1271). Figure 1 provides the details of the research protocol.

The data were processed using VOSviewer software (version 1.6.15), which sets the parameters for bibliographic coupling at a minimum cluster size of six articles. This procedure resulted in a final sample of 237 articles, which were grouped into four clusters. Among them, four articles excluded by the software were disregarded. Furthermore, based on the exclusion criteria, after reading the publications, 201 articles were excluded because they were not related to HR and innovation and the adoption of innovative practices in HRM, including theoretical/conceptual and empirical publications. Descriptive statistics were produced using SPSS Statistics software version 27.0.

Each scientific publication included in the sample was analyzed regarding (1) the performance, thus, the descriptive statistical data and (2) trends in clusters along with the cluster descriptions.

3.1 Performance

As demonstrated by the previous overview study of Seeck and Diehl (2017) , the number of publications relating HRM to innovation is relatively low. However, our study shows that there has been a rising interest in the topic, as presented in Figure 2 . From 2015, in which the overview study of Seeck and Diehl ended its analysis, there has been a sharp increase in the number of publications. There were only 18 studies on the topic from 1987 (the date of the first publication) to 2015, but another 18 from 2016 to 2020.

When examining the research methods of the publications, we found that the majority, namely 20 studies (55.6%), were quantitative by nature, followed by 11 (30.6%) qualitative studies. Among them, four (11%) were conceptual, and one (2.8%) was a mixed-method study that applied qualitative and quantitative methods.

A broad range of methods were employed across the articles. Regarding the quantitative articles, five publications utilized structural equation modeling, and four used regression analyses as methods, making them the most common methods. Case studies were the most popular method for qualitative studies with seven publications, followed by two studies using document analysis, and two using mixed methods design. Regarding conceptual studies, three were theory publications, and only one was a literature review. The only mixed-method study utilized linear regressions and telephone interviews as the quantitative qualitative methods, respectively.

3.2 Cluster trend s

To portray the trends in the literature regarding innovation and HRM, we approached the bibliographic confluences among the 36 studies in the sample. This resulted in the definition of the four clusters. This organization of the clusters and respective publications contained in each was designated by the software tool for the construction and visualization of bibliometric networks ( VOSviewer, 2021 ). Figure 3 presents a visual model of the cluster network.

Descriptive analyses were conducted to examine patterns in journals, groups of authors and publications related to the group and topic, as well as the number of citations related to the authors. Table 1 presents the journals in which the studies were published and the number of citations in the publications during data collection.

The identified articles can be grouped into four clusters ( Figure 4 ):

The following table provides an overview of the articles in the four clusters:

Although the overall number of publications in the area was low, a broad range of journals served as an outlet for the studies. Human Resources Management and the International Journal of Manpower published the largest number of publications (three publications each). In the former, two publications belong to Cluster 2, in 2020 and 2019, and one article to Cluster 1, which was published in 1987 and is the first publication in our study sample. In the latter, one article belongs to Cluster 3 (year of publication 2020), another to Cluster 1 (year of publication 2011) and one to Cluster 2 (year of publication 2005). International Journal of Project Management, Journal of Management, Journal of Organizational Change Management, Organization Science and Technovation have served as an outlet for two studies, whereas the remaining journals have published only one study in the area.

An examination of the citations revealed five author teams with over 100 citations: Seibert et al. (2001) with 637 citations under the auspices of Cluster 1, Lopez-Cabrales et al. (2009) with 175 citations belong to Cluster 2, Akgun et al. (2007) received 137 citations for their articles in Cluster 3, Chou (2014) with 108 citations in Cluster 2 and Kwak and Anbari (2009) gained 103 citations for an article in Cluster 4. Of the 36 published articles, four were not cited during data collection, which may be because they were all published in 2020.

4. Cluster descriptions

In the next step, all articles in each respective cluster were read and analyzed to determine whether they responded to the research objective of providing implications for HRM. The analysis enabled the identification of shared characteristics and points of divergence, which led to the establishment of the research categories for each cluster. The four research clusters are discussed below:

4.1 Cluster 1: Organizational factors of success

The cluster “organizational success factors” comprising 11 articles, focuses on understanding the relationship between proactivity and innovation and the appropriate role of the HR manager.

Proactiveness is a personality trait that is positively related to career growth and innovation ( Seibert et al. , 2001 ). HRM systems are mediators that influence the development of work and increase proactive behaviors and motivation, vital for the development of organizations ( Tummers et al. , 2015 ). According to Shaw et al. (2005) , the adoption of human resources compensation models is crucial for organizational innovation, regardless of the adopted compensation models.

Baruk (2017) clarifies that employer branding is important, and necessary for companies, such as employer brands, to establish strategies that allow them to achieve organizational innovation. From the viewpoint of Bayo-Moriones et al. (2020) , HR and their performance evaluation must be aligned with the company's innovation strategy.

In this cluster, a group of three authors who focused their publications on knowledge management as a success factor for innovation can be identified.

The creation, transformation and use of different types of knowledge must be considered fundamental assets in innovative performance ( Nielsen and Rasmussen, 2011 ). For these authors, knowledge management is strictly related to learning, organization and innovation, which have a direct impact on the performance of companies. According to Feldman et al. (2019) , regarding innovation, companies must adopt five practices: promote human resources based on their characteristics related to taking initiative and ability to lead, perform job rotation, pay attention to the remuneration system, provide job security and hire workers based on knowledge and experience. Ganz (2020) argues that companies with clear innovation goals should experiment with the best strategies to adopt, according to their human resources. For this, they must experiment in low-risk environments and then apply the definitive strategy in a real context.

Kossek (1987) clarified that business innovation is directly linked to the ability to form networks and HRM alliances with professors and consultants. Moreover, it clarifies that senior management's role is to present the HR department and its respective executives as crucial elements in strategic decisions, in the construction of a work environment in which workers believe that executives care about their welfare. According to Ottenbacher and Harrington (2010) , there are two global success factors for innovation: market attractiveness and strategic HRM. Thus, service advantage, empowerment, employee training and behavior-based assessment all influence the intended outcomes of innovation.

4.2 Cluster 2: Strategic HRM

This cluster consists of 10 articles that contribute to understanding the impact of strategic HRM on innovation.

For Natalicchio et al. (2018) , the success of innovation practices is not in the recruitment of highly qualified employees but in the ability to implement employee training activities. In other words, innovation occurs through teams, with a focus on learning and developing innovative minds. Thus, it is important to adopt collaborative and competitive mechanisms to manage innovative ideas that arise within a company ( Cano and Cano, 2006 ; Bergendahl and Magnusson, 2014 ). According to Wang et al. (2005) , HRM has a direct and positive impact on the entrepreneurship process and, consequently, on the success of innovation activities. Omta et al. (1994) add the importance of management control and human resource practices to innovation's success.

Companies should also adopt advanced technological systems in HRM to create a collaborative culture that establishes alliances and partnerships; they should promote relationship networks for the exchange of experiences and technological support. This stimulus to organizational learning, through the development of human capital and its absorption capacity, is a predictor of organizational innovation ( Perez et al. , 2002 ; Muñoz-Pascual et al. , 2019 ; Pradana et al. , 2020 ). Hence, Lopez-Cabrales et al. (2009) argue that the impact of innovation and organizational performance depends on the systematization of HR knowledge. They argue that knowledge-based HRM practices have a positive influence on innovation and profit. However, it is important to realize that these practices become more difficult in small-and medium-sized companies ( Muñoz-Pascual et al. , 2019 ). Della Torre et al. (2020) remind us that, despite the importance of technological systems for innovation activities to be successful, it is essential to implement motivational systems dedicated to raising workers' motivation.

4.3 Cluster 3: Human behavior

This cluster consists of nine articles that help us understand how human behavior contributes to innovation activities.

Along with physical and financial capital, human capital drives companies toward innovation activities. Several authors argue that organizational development is achieved through human capital, as it enables companies to obtain an innovative capacity that allows them the necessary resilience to face the obstacles and challenges arising from globalization, competitiveness and the knowledge-based economy ( Menéndez Blanco and Montes-Botella, 2017 ; Marjanski et al. , 2019 ). For Yazici et al. (2016) , innovation and proactivity are key factors for organizational growth. The organizational climate also promotes the well-being of employees and, therefore, if companies have more satisfied employees, they can implement innovative activities to achieve better results ( Chou, 2014 ; Kao et al. , 2020 ).

In innovation activities, the leader's behavior has a direct impact. In organizational environments, marked by high competitiveness and uncertainty, innovation is vital for survival and long-term success. In these circumstances, leaders with altruistic behavior can create business environments that facilitate innovation, through appropriate learning atmospheres ( Escrig et al. , 2016 ; Kiesnere and Baumgartner, 2019 ).

Another promoter of innovation and its success is the emotional capacity of companies and its impact on organizational learning. This learning ability is directly linked to product innovation and company performance ( Akgün et al. , 2007 ; Soomro and Shah, 2015 ).

4.4 Cluster 4: Learning management

This cluster is composed of six articles that relate learning management to innovation.

HR practices (recruiting and selecting activities, as well as training programs) must be effective and aligned with the knowledge management strategy and the business, regarding organizational strategy, for innovation activities ( GOPE, Elia and Passiante, 2018 ). Companies that adopt knowledge management practices can generate a competitive advantage as a result of the innovative process ( Gonzalez and de Melo, 2018 ). Gonzalez and de Melo (2018) show that the knowledge management process is impacted by five contextual factors: HRM, supportive leadership, learning culture, autonomy and information technology systems. Olander et al. (2015) argue that human capital and knowledge are the Allies of innovation. There are several practices related to commitment, trust, motivation and a sense of responsibility, which strengthen loyalty and improve the preservation of the company's intellectual capital.

For Calamel et al. (2012) , the solution of sustainable models lies in innovation practices and identifying increasing levels of cooperation as well as creating collaborative projects in HRM; through collective learning different skills can be developed. In sustainable models focused on industrial ecology, the optimization and better efficiency of resources are achieved through the integration and coordination of skills, innovations and new routines in functional areas, innovation and development of all technologies, waste control, human resource adjustments, management of environmental constraints and networking and marketing ( Kwak and Anbari, 2009 ; Kabongo and Boiral, 2017 ).

5. Discussion

To support future research on HRM practices on innovation, we established the conclusions from a review of the evidence derived from the peer-reviewed literature using the Web of Science database. This was aimed at developing a structure that illustrates the core considerations around this theme, enabling the identification of behaviors for the adoption of innovative practices in HRM, evaluating the problems and discoveries and providing indications for human resource strategic management and policy practices ( Aguinis et al. , 2021 ). For this, we used a framework that categorizes the clusters, specifically, organizational factors of success, strategic HRM, human behavior and learning management.

This duly highlights that this conceptual structure was developed by ascertaining the facts supporting the development of the knowledge base. This study identified, along with the four direct clusters around the core areas in strategic HRM, 15 themes/subareas of interest: proactivity, innovation in services, factors of influence in HRM, HR subsystems, knowledge management in HRM, organizational performance, HRM practices, learning capacity, impact on the organizational climate, impact on entrepreneurship, leadership, factors of organizational growth, impact on the organizational climate, project management and sustainable business models.

The subareas arise from the content analysis of the articles in each cluster. In Cluster 1, organizations with greater chances of obtaining superior organizational results present elements such as proactivity, the practice of innovation in services offered, knowledge management practices, the adoption of HR systems and innovation in HRM subsystems in their routines. These success factors are interconnected with Cluster 2, which complements the strategic management of the area and its practices as key elements for performance and competitiveness gains. In Cluster 3, the relevance of behavior and human capital emerges to capture and enjoy the benefits of innovation, contributing to the growth and learning capacity of the organization through people, promoting impact on the organizational climate and developing the entrepreneurial spirit within the company itself. Moreover, the importance of leadership was analyzed to stimulate the construction of environments that allow their employees to be open to radical and incremental innovations. Finally, in Cluster 4, high-performance HRM practices as well as their effective ability in the relationship with knowledge management convey reiterate the existence of HR practices aimed at enabling individual learning, motivation and staff retention. This may prove favorable for HR managers to encourage employees to engage in learning processes and, consequently, improve organizational results and innovation.

Hence, we detailed the main trends in the literature on the motivations and obstacles to the adoption of innovation in HRM, as shown in Figure 5 .

Based on the reviewed articles, we identified various limitations of the research and, consequently, representing some potential contributions for consideration by future research projects, as outlined in Table 2 .

6. Conclusion

This study sought to critically analyze the literature to drive the development of HR through the adoption of innovative practices. We may affirm that this research field has been ongoing since 1987. Despite the 33 years of research, the field remains in the construction phase, and a significant proportion of the studies only adopt exploratory qualitative approaches. The trends regarding the number of articles published in this timeframe, despite the relatively low total number (only 36 publications), reflect an increasing level of academic interest in studying innovation in association with HRM, whether at the conceptual understanding level or through empirical studies enabling the development of new policies and more modern HRM practices, bringing better results that can benefit the company–HR sector–teams triad. The results obtained demonstrate that 2019 may turn out to be a landmark in this scientific field regarding associating innovation in HR given the surge in publications.

There was also the scope for identifying how the authors' main interests focus on understanding and developing mathematical models that can assist in identifying the organizational success factors in knowledge management, proactivity and HR subsystems. This objective arises from providing greater recognition of the factors that favor innovation-friendly management, as well as helping HR managers plan where they can prioritize efforts for organizational growth.

Furthermore, the research, to a certain extent, advances conclusions on the debate about knowledge management in the majority of these studies and that permeates throughout the clusters. These emphasize the relevance of learning and stimulating the development of teams and, as such, standing out on the list of priority tasks for HRM. This also pointed out how, paradoxically, this interlinkage between knowledge management and the clusters in the current research – the “learning management” cluster registered the lowest number of publications regarding the other groups. The justification may reflect how this theme underlies all approaches and is, therefore, not an individual theme of lesser interest.

This also advanced with the need to reflect on the importance of the HRM role within the organizations deemed innovative as well as those seeking to develop their innovative environments and as a mediator in this process to assist companies facing competitive markets.

This also verified only a low level of research on approaches to the deployment of technologies, specifically, the adoption of systems versus innovation in the HR department. This raises questions about how HR might better accompany technological practices and means. Would it be a good innovation practice for HR to adopt systems that facilitate routine tasks and management? What image should HR convey in support of other sectors and the organization without bolstering its position, thus, without adopting innovative practices by deploying software and “tech practices” that facilitate and enable their tasks?

The research also corroborates an understanding of the future of work in approaching research that presents sustainable business models, acclaimed for applying more modern and longer-lasting organizational practices.

As every study, also ours has a number of limitations. First, our keywords, process and use of specific databases (Web of Science) may have resulted in the omission of potentially relevant other studies. Second, because we concentrated on analyzing and integrating existing research, we did not provide research propositions connecting the themes and elements of innovation and HRM. Third, this review only included studies published in peer-reviewed academic journals written in English; it excludes books, conference proceedings and other literature, as well as articles written in other languages that might have be relevant. Although we are aware of and confident in our results, we believe they are representative of the research conducted in this field. Hence, we believe that we provided a perspective of the intellectual structure of this field of study, along with the contribution of our conceptual model, for future investigation.

Research protocol

Number of publications per year

Cluster network

Clusters of innovative practice adoption

Framework for adopting innovation in HRM

Key journals with the most cited publications and authors

Cluster	Title of the paper	Journals/Reviews	Authors	Total of citations
Organizational factors of success	What do proactive people do? A longitudinal model linking proactive personality and career success	Personnel Psychology	Seibert, S.E.; Kraimer, M.L.; Crant, J.M.	637
	Strategies for achieving success for innovative versus incremental new services	Journal of Services Marketing	Ottenbacher, M.C.; Harrington, R.J.	45
	Human-resources management innovation	HRM	Kossek, E.E.	43
	Success and survival of skill-based pay plans	Journal of Management	Shaw, J.D; Gupta, N.; Mitra, A.; Ledford, G.E.	20
	Knowledge management in the firm: concepts and issues	International Journal of Manpower	Rasmussen, P.; Nielsen, P.	18
	Effects of HRM Systems on employee proactivity and group innovation	Journal of Management	Lee, H.W.; Pak, J.; Kim, S.; Li, L.Z.	14
	Connecting HRM and change management: the importance of proactivity and vitality	Journal of Organizational Change Management	Tummers, L.; Kruyen, P.M.; Vijverberg, D.M.; Voesenek, T.J.	14
	Falling not far from the tree: Entrepreneurs and organizational heritage	Organization Science	Feldman, M.P.; Ozcan, S.; Reichstein, T.	5
	Contentment of employees vs their prosumeric activity in the scope of recommending an employer	Journal of Business and Industrial Marketing	Baruk, A.I.	3
Strategic HRM	Strategic human resources, innovation, and entrepreneurship fit: A cross-regional comparative model	International Journal of Manpower	Wang, Z.M.; Zang, Z.	48
	Human resources management and its impact on innovation performance in companies	International Journal of Technology Management	Perez, C.C.; Quevado, C.P.	38
	Benefits and barriers of telework: perception differences of human resources managers according to company's operations strategy	Technovation	Perez, M.P.; Sanchez, A.M.; Carnicer, M.P.D.	30
Human behavior	Hotels' environmental policies and employee personal environmental beliefs: Interactions and outcomes	Tourism Management	Chou, C,-J.	108
	Developing attitudes and intentions among potential entrepreneurs	Journal of Enterprise Information Management	Soomro, B.A.; Shah, N.	22
Learning management	Analyzing project management research: Perspectives from top management journals	International Journal of Project Management	Kwak, Y.H.; Anbari, F.T.	103
	Inter-organizational projects in French innovation clusters: The construction of collaboration	International Journal of Project Management	Calamel, L.D.; Christian; P.T.; Retour, D.	47
	Doing More with Less: Building Dynamic Capabilities for Eco-Efficiency	Business Strategy and the Environment	Kabongo, J.D.; Boiral, O.	23
	The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry	Journal of Knowledge Management	Gope, S.; Elia, G.; Passiante, G.	18
	The effects of organization context on knowledge exploration and exploitation	Journal of Business Research	Gonzalez, R.V.D.; de Melo, T.M.	15
	Human resources–strength and weakness in protection of intellectual capital	Journal of Intellectual Capital	Olander, H.; Hurmelinna-Laukkanen, P.; Heilmann, P.	12
	Combining collaboration and competition: a key to improved idea management?	European Journal of International Management	Bergendahl, M.; Magnusson, M.	11
	How does altruistic leader behavior foster radical innovation? The mediating effect of organizational learning capability	Leadership and Organization Development Journal	Dominguez E.E.; Mallen B.F.F.; Chiva G.R.; Lapiedra, A.R.	10
	Open innovation and the human resource dimension: An investigation into the Italian manufacturing sector	Management Decision	Natalicchio, A.; Petruzzelli, A.M.; Cardinali, S.; Savino, T.	8
	Managing Industrial Pharmaceutical Research-And-Development - A Comparative-Study Of Management Control And Innovative Effectiveness In European And Anglo-American Companies	R & D Management	Omta, S.W.F.; Bouter, L.M.; Vanengelen, J.M.	7
	Sustainability management emergence and integration on different management levels in smaller large-sized companies in Austria	Corporate Social Responsibility and Environmental Management	Kiesnere, A.L.; Baumgartner, R.J.	4
	Exploring nurtured company resilience through human capital and human resource development: Findings from Spanish manufacturing companies	International Journal of Manpower	Menendez, B.J.M.; Montes-Botella, J.L.	4
	Identification of growth factors for small firms: evidence from hotel companies on an island	Journal of Organizational Change Management	Yazici, S.; Koseoglu, M.A.; Okumus, F.	4
	How does the use of information technologies affect the adoption of environmental practices in SMEs? A mixed-methods approach	Review of Managerial Science	Munoz-Pascual, L.; Curado, C.; Galende, J.	3
	Innovation as the key to gain performance from absorptive capacity and human capital	Technology Analysis and Strategic Management	Pradana, M. Perez-Luno, A.; Fuentes-Blasco, M.	2
	Social capital drives SME growth: A study of family firms in Poland	German Journal of HRM-Zeitschrift für Personalforschung	Marjanski, A.; Sulkowski, L.; Marjanska-Potakowska, J.; Staniszewska, K.	2

Future directions

Cluster	Future directions
Organizational factors of success	Within the scope of the organizational factors of success, specifically, the factors influencing HRM, there is the need for more conclusive research on which factors have a greater influence on successful adoption processes. Specifically, researchers should concentrate on analyzing the impact of the innovation type
	Regarding employer branding innovative practices – monitoring the satisfaction with the employer's brand from the employee perspective. This needs to enable companies to identify what matters to their employees and target their investments
Strategic HRM	Identifying the changes in the functions of HR managers in an era of disruptive technology and innovation HRM's role as a strategic partner and the impact of the changes in functions on the results of organizations might be subject to study
	Understanding the future of work, specifically, the functions of HR professionals What skills do professionals need to develop in this new scenario? What activities will disappear, and which will be launched?
	Studies may approach the specific features and set of abilities of HR managers (profile) necessary to bring about the adoption of disruptive technology in the organization. If HR department reorganization is essential in the future due to this disruptive technology, this also represents a topic for research Advancing with studies that seek to identify the impacts of adopting intelligent systems and practices deploying technologies and verifying whether there are advantages in turning the HR department into HR tech”
Human behavior	The theme of the leadership role versus innovation calls for studies focusing on the development of structures for corporate sustainability that are applicable beyond the range of senior management, therefore, interviewing persons at different management levels to involve more staff who had to change their routines due to the implementation of sustainability
Learning management	Broaden the sample of studies across organizations of different sizes to examine the attitudes of employees toward the introduction of innovation in their working processes and consider the implications for training and development

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THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE(MBA THESIS)

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Hasret Balcioglu

The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees' satisfaction in the banking sector of Jordan. A questionnaire was developed and administered to 540 employees in the banking sector of Jordan out of which 406 were returned to test research hypotheses. The findings revealed a high level of effectiveness of all HRM practices combined and for four individual practices (HR planning, staffing, training & development and performance appraisal); while, a medium level of compensation effectiveness was yielded. It has been found that employees' satisfaction level was medium. A strong positive relationship has been identified between the effectiveness of HRM and employees' satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees' satisfaction. On the other hand, comparative studies between Islamic banks and commercial banks are highly suggested.

Bukola Babayeju

In the altering competitive environment, human resources are considered as one significant source for competitive advantage. The human resource systems can subsidize to persistent competitive advantage through enabling the expansion of competencies that the organization needs for its development. The findings revealed that the positive statistical relationships were found between the human resource management practices and organizational performance. The fundamental linkage between HRM practices and organizational performance will enable the HR managers to design packages that will bring out better operating results to attain higher organizational performance. When the organizations grip, gadget and evaluate these practices effectively, then ultimately it will culminate at the higher performance in the organization. Data was collected from the employees working in commercial banks in Dera Ismail Khan. The same data was then analyzed by using diverse statistical tools (correlation & regression analysis).

Usman Khalid

Middle-East Journal of Scientific Research

Procedia - Social and Behavioral Sciences

Didem Paşaoğlu

ERDOGAN KOC , Doç.dr. Nihat Kaya

International journal of academic research in accounting, finance and management sciences

sarina mohd nor

Euro Asia International Journals

In the present era of dynamic business environment, organisations are being posed with new challenges every day. Globalisation, Liberalisation, Mergers and Acquisitions, advances in communication and information technology, changing mix and values of workforce have created enormous challenges for business organisations. The sustainability and success of business organisations depends upon, how effectively these organisations use their resources. To cope with these challenges, human resources play very crucial role. Human Resource Management focuses on optimal utilisation and management of human resource capital to achieve maximum output. Effective human resource management encompasses wide spectrum of approaches and strategies starting from HR planning, Recruitment and Selection till the Separation of employees. The present study attempts to gain insight into HRM practices being followed by Public and Private sector banks and judge the satisfaction level of employees from these practices. A structured questionnaire is constructed containing various questions on three major dimensions of HRM i.e Recruitment & selection, Salary and Compensation, Training and Development. Survey on sample of 100 respondents from both the Public and Private sector Banks has been administered for the purpose of this study. The data is analysed using statistical measure of Chi Square test using SPSS. Keywords: Human Resource Management, Employee Satisfaction, Recruitment and Selection, Salary and Compensation, Training & Development, Chi Square Test

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