This research aims to investigate the impact of knowledge-based human resource management (KBHRM) practices on organizational performance through the mediating role of quality and quantity of knowledge worker productivity (QQKWP). The data were collected from 325 employees working in different private universities of Pakistan by using convenience and purposive sampling techniques. The quantitative research technique was used to perform analysis on WarpPLS software. The result revealed that only knowledge-based recruiting practices have a positive and significant direct effect on organizational performance. While knowledge-based performance appraisal practices, training and development practices and compensation practices all were insignificant in this regard. However, through mediator QQKWP, the knowledge-based recruiting practices (KBRP), knowledge-based training and development (KBTD), and knowledge-based compensation practices (KBCP) all were positively and significantly influencing organizational performance but only knowledge-based performance appraisal (KBPA) was insignificant in this mediating relationship. Lastly, the current study provides useful insights into the knowledge management (KM) literature in the context of private higher educational institutes of developing countries like Pakistan. The future studies should consider the impact of KBHRM practices on knowledge workers’ productivity and firms’ performances in the context of public universities.

The future of Dutch healthcare is a challenge that focuses on four aims: the ‘Quadruple Aim’. These aims concern: improving the quality and accessibility of care, enhancing patient experience, reducing healthcare costs and increasing the job satisfaction of healthcare professionals. Healthcare professionals play a major role in the realization of the first three aims. The pressure on healthcare and the scarce capacity forces us to treat this human capital with care. Satisfied employees are partly decisive for the success of an organization. At the same time, an organization expects optimal performance from its employees. This requires an active and involved attitude from the HRM department. The individual employee plays an intermediary role between HRM activities and organizational performance. In order to increase knowledge and understanding about this position, attention to the individual in the context of the organization is essential. In this article, the relationship between HRM, performance and well-being of employees and underlying theoretical explanation models are discussed. Recommendations were made on the contribution that HRM can make to the balance between employee and organizational interests.

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.

The aim of this paper is to introduce a research project dedicated to identifying gaps in green skills by using the labor market intelligence. Labor Market Intelligence (LMI). The method is primarily descriptive and conceptual, as the authors of this paper intend to develop a theoretical background and justify the planned research using Natural Language Processing (NLP) techniques. This research highlights the role of LMI as a tool for analysis of the green skills gaps and related imbalances. Due to the growing demand for eco-friendly solutions, there arises a need for the identification of green skills. As societies shift towards eco-friendly economic models, changes lead to emerging skill gaps. This study provides an alternative approach for identification of these gaps based on analysis of online job vacancies and online profiles of job seekers. These gaps are contextualized within roles that businesses find difficult to fill due to a lack of requisite green skills. The idea of skill intelligence is to blend various sources of information in order to overcome the information gap related to the identification of supply side factors, demand side factors and their interactions. The outcomes emphasize the urgency of policy interventions, especially in anticipating roles emerging from the green transition, necessitating educational reforms. As the green movement redefines the economy, proactive strategies to bridge green skill gaps are essential. This research offers a blueprint for policymakers and educators to bolster the workforce in readiness for a sustainable future. This article proposes a solution to the quantitative and qualitative mismatches in the green labor market.

The rapid digitalisation of business processes and the widespread adoption of remote work since the COVID‑19 pandemic have forced private enterprises to re‑examine the role of human resource management (HRM). Drawing on the resource‑based view, this study investigates how digital HR strategies—covering recruitment & selection, training & development, performance management and digital employee services—affect employee engagement and firm performance in a context where a significant portion of the workforce operates remotely. Using survey data from 150 employees and managers in 50 privately owned firms in Chongqing, China, supplemented by semi‑structured interviews with HR leaders, we develop a digital HR adoption index and test its impact on remote work effectiveness and organisational performance. The results show that higher levels of digital HR adoption positively influence employee engagement, reduce perceptions of relative deprivation and cyberloafing, and enhance remote work effectiveness. Regression analysis further indicates that remote work effectiveness mediates the relationship between digital HR adoption and organisational performance. Qualitative insights highlight the importance of leadership support, training and the integration of platforms such as WeChat Work, DingTalk and Tencent Meeting for managing remote teams. Our findings offer evidence‑based recommendations for private enterprises in emerging economies to align digital HR strategies with remote working arrangements, support employee well‑being and sustain performance.

The key goal of the study is to identify aspects of the implementation of blockchain technologies in human resource management and argue for the moderating role of institutional support. The need to introduce new technologies at both the tactical and strategic levels is substantiated. It is highlighted that the key core of modern organizations is the human resource management system. The role of integration of blockchain technologies in human resource management, which ensures the effective training of qualified personnel at the right time and in the right place, is argued. It has been determined that the introduction of blockchain technologies in human resource management facilitates the organization of cooperation between countries in updating skills and knowledge based on compliance with competency standards and corporate governance rules. A survey of 300 employees of the pharmaceutical industry in Jordan was conducted, which served as the basis for a multivariate analysis to confirm reasonable hypotheses. The results obtained are valuable and can be applied in practice in terms of determining the impact of the implementation of blockchain technology in the human resource management system and on the UTAUT structure, which in turn provides institutional support.