This study explores the dynamic relationship between ethical human resources management (HRM) strategies, the level of commitment an employee feels towards their organization, and their job performance, paying particular attention to how employees’ perceptions of the support they receive from their organization can influence these interactions, especially during challenging times. Drawing on a sample of full-time non-executive Indonesian employees, the research employs descriptive statistics for initial data analysis, followed by structural equation modeling (SEM) to test the proposed hypotheses rigorously. The investigation reveals a positive relationship between ethical HRM and employee performance (EP) and organizational commitment (OC). Additionally, OC emerges as a pivotal mediator in the ethical HRM-EP link. Notably, employees’ organizational support perception (EOSP), often assumed to enhance positive organizational outcomes, displays a surprising negative moderating effect when combined with OC, suggesting a more intricate relationship than traditionally posited. These findings enhance our comprehension of how ethical HRM practices function in times of crisis, questioning conventional beliefs regarding the influence of organizational support. The study’s methodological approach, combining descriptive and advanced statistical analyses, provides a robust framework for understanding these complex relationships. This research holds significant implications for HRM practices, particularly in crisis response and management, indicating a need for nuanced support strategies that reflect the complexity of employee-organization dynamics.

The use of autonomous weapons systems (AWS) has led to several opposing legal opinions regarding their violations of international law. The responsibility of the state, individuals, and corporations as producers, designers, and programmers is all being taken into consideration. If the decision to kill humans without “meaningful human control” is transferred to computers, it would be hard to attribute accountability for the actions of AWS to their corporations. Consequently, this means that corporate actors will enjoy impunity in all cases. The present paper indicates that the most significant problem arising from the use of AWS is the attribution of responsibility for its violation. Corporations are not subject to liability for the legitimate use of weapons under international law. The main problem with corporate responsibility, according to article 25 (4) of the Rome Statute, is that the provision only relates to individual criminal responsibility and that the ICC shall only have jurisdiction over natural persons. Nevertheless, corporations may be held accountable under aspects of international law. The paper proposes a more positive view on artificial intelligence, raising corporations’ accountability in international law by historically linking the judging of business leaders. The article identifies aiding and abetting as well as co-perpetration as the two modes of accountability under international law potentially linked to AWS. The study also explores the main ambiguity in international law relating to corporate aiding and abetting of human rights violations by presenting the confusion on determining the standards of these 2 modes of liability before the ICC and International ad doc Tribunal. Moreover, with the new age of war heavily dependent on AI and AWS, one cannot easily and precisely ascertain who must be held accountable for war crimes because of the unanticipated facts in decision-making combined with the aiding or abetting of violations of international law. International law prioritizes the goal of ending impunity for the individual and largely neglects the need to achieve the same goal for corporate complicity. In sum, progress to regulate the use of AWS by corporate actors could be enormously helpful to the cause of ending impunity.

This study considers the role of leadership within the hospitality sector as a key tool in raising performance levels. Hospitality is unique in its service-based approach, which relies on employees to ensure effective service. Post-COVID-19 and Brexit, the hospitality sector has seen a shift in reliance towards a home workforce, and as such, retention has become an area of greater importance. This case study investigation adopted a qualitative approach to consider the perceptions of six managers within a UK-based luxury hotel. Semi-structured interviews were used to draw out their experience of approaches used to ensure effective delivery in their areas of responsibility. The research concludes that a shift in leadership approach (from autocratic to democratic) is a necessity to retain staff, particularly as the shift to a greater reliance on a home workforce due to COVID-19 and Brexit starts to impact the sector. There does, however, remain a need to be more autocratic in certain situations to ensure the quality of service. Subsequently, communication becomes critical in the building of relationships. The research considers leadership approaches from a managerial perspective and is based on individual perceptions. Traditionally, research has been conducted from an employee perspective.

Volume 6, Issue 1 covers a wide range of fields, mainly discussing issues related to human resource management in enterprises, hotels, schools and organizations; spanning Indonesia, the United States, China, Malaysia and several other countries. By reading these articles, readers can gain a broader understanding of the status and development trends of human resource management and services in various fields and countries in today's society.

The study acknowledges empirical, conceptual, and policy-driven papers that address emotional assertiveness, assertive communication, and assertive training as means of improving employee performance in Chinese banking, which is a significant contributor to the Chinese economy. Most banking enterprises have suffered from poor performance and a lack of aggressiveness in operation. It can be used by both managers and employees to create a good interaction process and a favorable work environment, which can help elevate performances. The research employs a quantitative approach, utilizing a questionnaire survey and simple random sampling. The sample comprises 381 employees from the Chinese banking industry, with a response rate above 70%. The regression analysis confirms that emotional assertiveness, assertive training, and assertive communication significantly impact employee performance. In conclusion, this study contributes to academia and industries by addressing the importance of assertiveness in improving performance. The policy-driven evidence on the conceptual framework of HR literacy in emotional, training, communication, and job performance should be adopted and reviewed in the country’s existing management by objective policy and legal framework in resolving employee job performance and training that are still underutilized and have a great deal of potential to satisfy the employees and management needs by establishing and emerging nations.