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.

The business environment in the modern era is witnessing numerous Intellectual Changes, Technological developments, and increasingly Complex Situations, which has led to a need for effective Leadership in the Business Sectors. This leadership plays a role in transforming companies into giant corporations that serve as a true foundation for enhancing and improving Job Competencies (JC)., The study aimed to analyze the impact of the Soft Skills approach in Human Resources (analytical and critical thinking, decision-making and problem-solving, planning and organization, teamwork) on developing Job Competencies (productivity, technical, managerial) in Petroleum Sector Companies in Egypt. The researchers employed the descriptive-analytical method to study the phenomenon, conducting the study on stratified random samples consisting of 379 managers and a sample of 382 employees from Petroleum Sector Companies. The study utilized the SPSS and AMOS Software Programs. The study found statistically significant differences at the (0.01) level between the average scores of managers and employees regarding soft skills in human resources and job competencies, with managers scoring higher. Additionally, the study revealed a statistically significant direct causal effect at the (0.01) level of Human Resources Soft Skills on Job Competencies in Petroleum Sector Companies., Finally, a proposal was developed for enhancing Job Competencies in Petroleum Companies in Egypt based on the application of human resources Soft Skills, alongside future research directions and practical implications.

Background: The hotel industry is labor-intensive. Both technical and behavioral aspects of quality are considered to ensure service quality and customer satisfaction among the internal and external customers as a whole, creating a competitive advantage. Significance: Recruiting and selecting the right people is paramount to the success of the hospitality industry in the sense that the best delivery will be enhanced if proper procedures are used and the right people are selected who can handle their tasks to the best satisfaction of the customer. Method: The goal of the research was to explore the recruiting and selection practices/methods used in the hotel industry, as well as their employability. The study aims to explore the differences in the mix of recruitment and selection methods implemented in 4- and 5-star and different category hotels. As an enterprise, HRD comprises change, learning, and performance. Results: Based on the findings, it is imperative to invest in human resources as a capital asset to boost staff entities in terms of knowledge and capabilities, thereby contributing to better service quality and enhanced customer satisfaction. This would help fulfil the organizations’ objectives. Conclusion: The study concludes that the selected candidates are being analyzed properly and effectively. It is very important to note that the results of this study cannot be generalized as it deals with a restricted clientele, and this could only add on variables and instances to form a common standpoint for the other hotel managers.

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.

Since the Industrial Revolution, there has been an evolution in the paradigms under which the industrial worker is perceived and dealt with. These paradigms can be briefly listed in the order of their evolutionary stage as: the food-gatherer, the economic man, the social man, the resourceful man, and the enterprising man. Each of them is a combination of two basic paradigms in different proportions, namely, the outsider paradigm and the partnership paradigm. Obviously, the paradigmatic perspectives of management about their workers will have a significant influence on how they treat their workers, which may become especially conspicuous during recessions and other kinds of hard times. It was in this context that we designed a study to understand the human resource strategies of companies during a period of recession. Data for this study was collected through the content analysis of 46 published cases, wherein we developed the ratings of two sets of variables, namely: the external and internal environments of the company and the strategic actions taken by the respective managements. A surprising finding of the study is that the correlations between the environmental factors and the strategy factors were small and non-significant; moreover, the correlations involving the external environment were smaller than those involving the internal environment. Hence, it may be inferred that strategic actions are influenced primarily by the paradigmatic perspectives of management rather than environmental factors. In order to identify the different types of paradigmatic perspectives, we have further carried out a cluster analysis to develop a taxonomy of paradigms. The results showed that there are five sub-paradigms, which are: (1) Pacifiers, constituting 35% of the sample; (2) Modifiers, constituting 22%; (3) Molders, constituting 17%; (4) Enhancers, constituting 15%; and (5) Exploiters, constituting 11%. The limitations of the study and the implications of the findings are discussed in the concluding part.

This study aims to explore the evolution of the human resources field in Western academia during the 1970s and 1980s, focusing on the trends in research topics across different decades. The analysis utilizes citation co-citation analysis, multivariate statistical analysis, and social network analysis. The research data were drawn from the Web of Science (WoS) database, comprising 1278 documents. By distinguishing between different time periods, the study identifies shifts in the field across two distinct time frames, visualized through multidimensional scaling maps. The results indicate that the 1970s were dominated by seven major research streams, while the 1980s introduced eight research streams, with “human resources” emerging for the first time as a prominent research frontier. The volume of literature, co-citation frequency, and citation counts all increased over time, reflecting the growing vibrancy and expanding scope of research in the field. Although citation co-citation analysis provides objective quantitative insights, issues such as the purpose of citations, the extent to which cited documents influence citing documents, and the varying layers of citation impact may introduce potential errors in the co-citation analysis results.