Communication is an important part of organizational management activities and management behavior. In human resource management, effective communication plays an extremely important role. Human resources as one of the most critical resources of enterprises, the effectiveness of management is directly related to the survival and development of enterprises. Communication is the process of communication and transmission of information, effective communication is an important magic weapon for each enterprise to gain competitive advantage and success. This paper summarizes the important position and function of communication in enterprise human resource management, and puts forward the basic viewpoints and suggestions on how to establish the management communication mode from the perspective of human resource management.

In the new century, the traditional model of enterprise human resource management is facing the challenge of the times, improving the human resource management of enterprises, and must innovate the concept of enterprise human resource management. After the 1950s, some economists established the theory of human capital, not only can more effectively explain the problems of modern social economic growth, but also on the enterprise's human resources management contribution to a positive impact. This paper introduces the concept of human capital and human capital investment into enterprise human resource management, which opens up a new perspective for enterprise human resource management. In this paper, we will first define the characteristics of human capital and the main body of human capital investment, and then analyze the meaning of various human resource management behaviors from the perspective of capital investment, estimate their benefits, costs and risks, and finally use scientific means to establish investment decision model and risk control mechanism, to maximize the effectiveness of human resources, so that the management behavior of enterprise's human can bring more revenue for the enterprises, thereby enhancing the competitiveness of enterprises. At present, the scientific operation of human resources is the key to the healthy development of enterprises.

With the advent of knowledge economy, international competition is becoming increasingly fierce, human resources management in the role of enterprise management is growing. In the 21st century, the trend of globalization of the world economy has been strengthened, and the development of science and technology has been changing with each passing day. The essence of comprehensive national competition is becoming the competition of human resources. Similarly, enterprises in order to compete in the fierce and healthy development, we must reduce costs and improve management efficiency, must have a set of their own talent management methods. Human resources are the most important resources in all resources, effectively play the important role of human resources in the core competitiveness, and formulate the countermeasures of human resource competition, which is of great significance to improve the core competitiveness of enterprises. In the new century to further improve the management of human resources in state-owned enterprises, improve China's enterprise human resources management system is to enliven the state-owned enterprises, improve our comprehensive national strength of the top priority, to promote China's economic development is of great significance.

Human resource management practices are crucial, especially in the private healthcare sector. This could be because managing personnel in the healthcare sector is particularly challenging; therefore, meeting every employee's needs is crucial. Recently, the healthcare sector has experienced a scarcity and unbalanced distribution of employees due to job turnover. In addition, employee performance in the private healthcare sector has shown a slight drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices on employees' job performance. Specifically, there are three main human resource practices observed as factors that contribute to an employee's job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia, chosen as a sample for this study. The private hospitals are KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ, and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees working at the front desk: nurses, clinical workers, and administration staff were chosen as respondents in this study. The questionnaires were distributed to the respondents by hand. The data collected was analyzed using SPSS version 29. The findings indicate that employee job performance in Malaysian private hospitals is positively correlated with compensation and benefits. Employees feel motivated by compensation, which encourages them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee job performance.

Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.

Purpose: This research paper aims to justify the need for the Quality of Hire (QOH) construct as a value-adding focus for strategic human resource management (SHRM). The traditional focus on efficiency and cost-oriented recruitment metrics overlooks the importance of QOH in providing a competitive advantage and delivering long-term value. The study expands the economic theory of human resource development and develops a profit-building concept relevant to SHRM by exploring the practices that enable QOH in organizations. Design: The study utilizes a case-study method to examine a target firm’s mechanisms to build QOH in its recruitment process. It applies a structuration theory lens to analyze the behavior of various actors, their agencies, and the continuous interplay between structure and action in enabling QOH. Findings: The findings suggest that assessing and building measures for getting QOH is a complex task for organizations due to the inherent reliance on lag measures such as performance and tenure. The study highlights that QOH can be enabled through changes in the firm’s recruitment practices. Originality: This paper contributes to recruitment research in two significant ways. First, it expands on the under-researched construct of QOH, providing clarity on its definition and importance. Second, it identifies lead practices that organizations can incorporate into their recruitment and selection processes to enable QOH. By using a structuration theory lens, the study explores how actors in the recruitment process adapt and align with new structural rules to enable QOH. Research implications: The research builds on the structuration theory in recruitment and selection and exhorts practitioners in organizations to move beyond efficiency-oriented recruitment practices and focus on practices that contribute to QOH. By considering post-hire outcomes, such as job performance and long-term retention, organizations can improve their talent acquisition and retention strategies, creating long-term value for the organizations.