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.

This article explores the implications of directive change management, characterized by top-down leadership and minimal employee involvement, on organizational dynamics, employee morale, and job security. This approach’s psychological and operational impacts are underscored, emphasizing the imperative of addressing employee perceptions and fostering trust. Strategies for rebuilding trust and enhancing morale post-directive change management are presented, including transparent communication, participative decision-making, and recognition of employee contributions. The significance of enhancing job security through clear policies, open dialogue, and robust mental health and well-being support systems is highlighted. Practices that encourage job dedication are introduced, emphasizing goal alignment, meaningful work design, and a culture of innovation and continuous improvement. Long-term strategies for cultivating a healthy workplace, such as establishing feedback mechanisms, investing in leadership development, and maintaining organizational adaptability, are also discussed. This brief article is an introductory resource for business leaders, managers, and change practitioners seeking to be better equipped with the necessary tools and strategies to navigate the post-implementation effects of directive change management. It is anticipated that this information can assist leaders and organizations in navigating the challenges of directive change management, promoting resilience, employee well-being, and sustainable organizational success.

The main purpose of this paper was to examine the impact of generative artificial intelligence (AI) on employee well-being and work dynamics. Using qualitative methodology, three semi-structured interviews were conducted to investigate the implications of generative AI on employee outcomes such as efficiency, job satisfaction, ethical considerations, and work-life balance. The findings highlighted the potential benefits and risks associated with generative AI implementation in the workplace. The study contributed to the literature by adopting a qualitative approach, allowing in-depth exploration of individual experiences with generative AI in the workplace. The study discussed the implications for employers, employees, and society.

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 purpose of this study was to investigate the published literature on human resource management and school performance from January 2012 to December 2022. Numerous literature evaluations have been conducted on human resource management and organizational performance, but school or teacher performance has received less attention than organizational performance. The PICOC (population, intervention, comparison, outcome, and context) technique is integrated into each stage of the PSALSAR framework to assure the study’s objective and comparability. This in-depth research is conducted in three stages: identifying pertinent keywords, screening pertinent papers, and selecting pertinent publications for review utilizing the PRISMA (Preferred Reporting Items for Systematic Reviews and Mata Analysis) technique. This made a final database with 44 publications that met the study’s requirements for inclusion. This study reveals that HRM practices and school performance are correlated. The results of the research identify the eight most essential HRM practices for improving school performance, which included planning, organizing, recruitment and selection, training and development, performance management, employee relations and involvement, reward and compensation, health, safety, and work-life balance. Leadership style, motivation, satisfaction, productivity and task performance, competency, culture and climate, empowerment, and commitment were among the performance-influencing elements.

The study focuses on the employees’ behavioral intentions towards the usage of disruptive technology in the industry. The digital technology application in consumer, retail, and hospitality, education and training, financial services, the health sector, infrastructure, government, and airports. The study objectives were to explore the possible adoption of innovation and creativity changes and their acceptance by the employees in the organization. To identify the variables impacting behavioral intention and analyze how these variables relate to perceived usefulness, attitude, perceived ease of use, facilitating conditions, and technology optimism. A structured questionnaire was used to collect data from 335 respondents, who were selected based on their relevance to the study objectives. The questionnaires were distributed through the Google Forms application, and the data were collected and analyzed periodically. The findings of the study provide valuable insights into the behavioral intention towards disruptive technologies in Kuala Lumpur and Putrajaya locations in Malaysia and highlight the significance of factors such as perceived usefulness, attitude, perceived ease of use, facilitating conditions, and technology optimism. The research contributes to the existing body of knowledge on Industry 4.0 by providing empirical evidence and practical implications for organizations seeking to leverage disruptive technologies in their operations management.