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.

The purpose of this research was to investigate the influence of innovative organizational culture on innovativeness through human resource management and the innovative skills of personnel. The population of this study comprised small and medium enterprises (SMEs) in Thailand from both the manufacturing and service sectors. Purposive sampling was employed to gather information from entrepreneurs, executives, or department managers of SMEs through an online questionnaire distributed via email, obtaining a total of 440 responses. Data were analyzed using descriptive statistics and structural equation models (SEM) for hypothesis testing. The results indicated that SMEs in this context had a moderate level of innovative organizational culture, human resource management, innovative skills, and innovativeness. Moreover, the structural equation model was consistent with the empirical data, revealing that innovative organizational culture has a direct influence on innovativeness. Furthermore, human resource management and the innovative skills of personnel were found to be partial mediators in the relationship between innovative organizational culture and innovativeness. The indirect effect through these two variables was greater than the direct effect. These findings confirmed the relationship between innovative organizational culture, human resource management, innovative skills, and innovativeness among SMEs in Thailand, leading to guidelines for businesses to improve their innovativeness.

This study examines the impact of Human Resource Management (HRM) practices, specifically Compensation, Job Design, and Training, on employee outcomes, including Engagement, Efficiency, Customer Satisfaction, and Innovation within an organizational framework. Employing a quantitative research methodology, the study utilizes a cross-sectional survey design to collect data from employees within a public service organization, analyzing the relationships through structural equation modelling. Findings reveal significant positive relationships between HRM practices and employee performance metrics, highlighting the pivotal role of Employee Engagement as a mediator in enhancing organizational effectiveness. Specifically, Compensation and Job Design significantly influence Employee Engagement and Efficiency, while training is crucial for driving Innovation and Customer Satisfaction. The practical implications of this research underscore the necessity for organizations to adopt integrated and strategic HRM frameworks that foster employee engagement to drive performance outcomes. These insights are vital for HR practitioners and organizational leaders aiming to enhance workforce productivity and innovation. In conclusion, the study contributes valuable perspectives to the HRM literature, advocating for holistic HRM practices that optimize employee well-being and ensure organizational competitiveness. Future research is encouraged to explore these dynamics across various sectors and cultural contexts to validate the generalizability of the findings.

The employees in academic sector had to face an abrupt change due to Covid-19 pandemic and transformation of education into online and remote learning. This has led to virtual work intensity as an aftermath that negatively influences employees’ job satisfaction. In addition, due to remote working conditions, the lines between work and life had been dimmed and thus, the current situation is important to be addressed for wellbeing of academic staff. This research specifically aims to examine impact of virtual work intensity on job satisfaction among university staff. Furthermore, mediating effect of organizational support and work-life balance on the aforementioned relationship are analyzed to better understand the underlying effects. Through PLS-SEM and using a questionnaire survey, a total of 183 data were collected from teachers and administrative staff of two universities. The results show that virtual work intensity can hinder job satisfaction, while organizational support and work-life balance can improve job satisfaction of academic employees. This is due to the fact that support, and balance act against work intensity that diminishes wellbeing of individuals. This implies the vital role of organizations (e.g., human resource department) in providing support for their staff, and creating an environment, where academic staff can have a better work-life balance, leading to higher rates of job satisfaction as an important factor for psychological wellbeing.

Research that discusses the impact of implementing Green Human Resource Management and environmentally friendly behavior, especially in sustainable tourism, is limited. It becomes crucial to understand how implementing good green human resource management practices in tourism sector organizations. To achieve the objectives of this research, a qualitative approach was used where the data and information collected were obtained through direct observation and interviews with tourism informants. The findings show the importance of environmentally friendly behavior as the implementation of green human resource management is able to improve tourism management. The uniqueness of this research is developing a model of human resource readiness in implementing environmentally friendly behavior towards sustainable tourism. This resource readiness will be reflected in the GHRM model in supporting sustainable tourism. The results of this research offer a model of sustainable Green Tourism which includes antecedents, implementation and results achieved. These antecedents come from internal and external (environmental ethics and management commitment) managers which will result in good GHRM implementation. This model will be the basis for implementing sustainable tourism in human resource management practices based on literature reviews and also tourism management practices.

Improving educational outcomes in subjects such as English and mathematics remains a significant challenge for educators and policymakers. Strategic Human Resource Management (SHRM), which aligns human resource practices with organizational goals, has proven effective in business sectors but is less explored in educational contexts, especially from students’ perspectives. Existing studies often focus on teacher development, overlooking direct impacts on student performance. This research addresses the gap by examining how SHRM influences students’ performance in English and mathematics, incorporating student feedback to assess SHRM’s effectiveness. In the quantitative study, 200 students were analyzed to explore the relationship between SHRM practices and academic outcomes. The findings indicate that SHRM significantly affects student performance, with high predictive relevance and explanatory power in both subjects. The results suggest that strategic HR practices, such as professional development, performance management, and resource allocation, are critical to academic success. These insights provide valuable implications for educators and policymakers, highlighting the importance of integrating strategic HR management into educational frameworks to enhance curriculum design and resource distribution. The study demonstrates the broad applicability of SHRM across different academic disciplines, suggesting a need for comprehensive HR strategies that focus on both teacher and student performance. Future research should explore how SHRM influences educational outcomes and identify contextual factors that moderate its impact, enhancing effective HR practices in diverse academic settings.