Open Access

Article

Article ID: 3588

Enterprise transformation project—AI-based manager’s profile’s selection

by Antoine Trad

Human Resources Management and Services, Vol.7, No.2, 2025; 390 Views

The artificial intelligence (AI)-based architect’s profile’s selection (simply iSelection) uses a polymathic mathematical model and AI-subdomains’ integration for enabling automated and optimized human resources (HR) processes and activities. HR-related processes and activities in the selection, support, problem-solving, and just-in-time evaluation of a transformation manager’s or key team members’ polymathic profile (TPProfile). Where a TPProfile can be a classical business manager, transformation manager, project manager, or an enterprise architect. iSelection-related selection processes use many types of artifacts, like critical success factors (CSF), AI-subdomain’ integration environments, and an enterprise-wide decision-making system (DMS). iSelection focuses on TPProfiles for various kinds of transformation projects, like the case of the transformation of enterprises’ HRs (EHR) processes, activities, and related fields, like enterprise resources planning (ERP) environments, financial systems, human factors (HF) evolution, and AI-subdomains. The iSelection tries to offer a well-defined (or specific) TPProfile, which includes HF’s original-authentic capabilities, education, affinities, and possible polymathical characteristics. Such a profile can also be influenced by educational or training curriculum (ETC), which also takes into account transformation projects’ acquired experiences. Knowing that selected TPProfiles are supported by an internal (or external) transformation framework (TF), which can support standard transformation activities, and solving various types of iSelection’s problems. Enterprise transformation projects (simply projects) face extremely high failure rates (XHFR) of about 95%, which makes EHR selection processes very complex.

Open Access

Article

Article ID: 4399

Leading with excellence: Critical leadership dimensions in Lean Six Sigma for business excellence

by Attia Hussien Gomaa

Human Resources Management and Services, Vol.7, No.2, 2025; 246 Views

In today’s competitive and complex business environment, achieving business excellence requires a combination of effective methodologies and strong leadership to drive and sustain organizational transformation. Lean Six Sigma (LSS), a proven methodology for improving operational efficiency, relies on effective leadership for successful implementation and lasting impact. This study examines how the integration of Lean, Six Sigma, and Total Quality Management (TQM) shapes leadership strategies that enhance organizational agility, resilience, and responsiveness to market dynamics. It highlights the crucial role of leadership in fostering collaboration, optimizing resource utilization, and cultivating a culture of continuous improvement. The study introduces the Structured Lean Leadership Framework as a strategic tool to develop the leadership capabilities essential for LSS success, addressing challenges such as weak leadership commitment, resistance to change, and communication barriers. Through the application of the DMAIC framework, Key Performance Indicators (KPIs), and Voice of Customer (VOC) analysis, the research aligns LSS with business objectives, customer needs, and sustainability goals. Additionally, it explores how combining LSS with Agile methodologies can improve operational efficiency, governance, and innovation, helping organizations better navigate future challenges. This research offers valuable insights for executives, practitioners, and researchers, supporting leadership development, data-driven decision-making, and long-term value creation. Future studies should focus on validating the Structured Lean Leadership Framework, exploring Agile-LSS integration in regulated industries, and examining the impact of Industry 4.0 technologies on LSS and leadership.

Open Access

Article

Article ID: 4338

The Workplace Mental Health (WMH) model: Building healthy and high-performing workplaces in stressful job environments

by Iti Bhargava, Nachiket Mor

Human Resources Management and Services, Vol.7, No.2, 2025; 345 Views

Stress has evolutionary roots that help human beings evolve and survive. Existing workplace mental health models typically view stress as the direct cause of poor mental health. Such models focus on strategies to eliminate it. Guided by O’Connor and Kirtley’s integrated motivational-volitional (IMV) model, we posit that demanding jobs and high-stress environments do not directly impact an individual’s mental health but trigger a “sense of self” moderator (SSM), which then leads to mental health outcomes. This moderator is modified by the workplace’s organizational design and individual’s traits. We propose a Workplace Mental Health (WMH) Model, which suggests that by addressing these SSM modifiers through evidence-based interventions at organizational and individual levels, even in high-stress environments, organizations can have mentally healthy workforces and build high-performance workplaces. This paper assumes that stress is an inalienable part of any work environment and that a secular reduction in stress levels in modern society is infeasible. Although some individuals in high-stress job environments develop mental illness, many do not, and some even thrive. This differential response suggests that stress may act as a trigger, but an individual’s reaction to it is influenced more by other factors than the stress itself.

Open Access

Article

Article ID: 4349

Job satisfaction and job-related problems of sales consultants in supermarkets

by Cennet Oğuz, Şerife Cevizci

Human Resources Management and Services, Vol.7, No.2, 2025; 91 Views

This study was conducted to evaluate job satisfaction and problems encountered by sales consultants at ADESE shopping stores in Konya Province. The sample size was determined to be 189 participants, utilizing a non-clustered simple random sampling method by the main population rates. The research analyzed several key factors, including the demographic characteristics of the sales consultants, internal communication, teamwork and satisfaction within the unit, social and physical work environments, management style, decision-making processes, employee participation, rewards and motivation, relationships with managers, general job satisfaction, and perceptions of job-related problems. To analyze the factors affecting job satisfaction among the sales consultants, logistic regression analysis was employed. The results indicated that improvements in internal communication, social work environment, relationships with managers, management style, decision-making, and perceptions of participation had a positive influence on job satisfaction, whereas an increase in job-related problems was found to negatively impact job satisfaction.

Open Access

Article

Article ID: 4446

CSR and job satisfaction in Pakistan’s construction sector: The roles of organizational commitment and perceived support

by Cheng-Wen Lee, Adil Zareef Khan, Pei-Tong Liu

Human Resources Management and Services, Vol.7, No.2, 2025; 74 Views

This study investigates the impact of Corporate Social Responsibility (CSR) on employee job satisfaction within Pakistan’s construction industry, with a focus on the mediating role of organizational commitment and the moderating role of perceived organizational support (POS). Employing survey data collected from a diverse range of construction firms across Pakistan, the quantitative analysis reveals that CSR initiatives significantly enhance employee job satisfaction, primarily through the mediating influence of organizational commitment. The findings suggest that when employees perceive their organization as socially responsible and engaged in community betterment, they exhibit greater commitment to the organization, which in turn fosters higher levels of job satisfaction. Although POS does not significantly moderate the CSR—job satisfaction relationship, it remains a critical factor in cultivating a supportive and positive work environment. This study contributes to the growing literature on CSR and employee outcomes by offering empirical evidence from a developing economy context. The results have practical implications for construction firms aiming to enhance employee morale and reduce turnover by leveraging CSR as a strategic tool to improve organizational commitment and overall job satisfaction.

Open Access

Article

Article ID: 4617

Evaluating the impact of Human Resource Information Systems on organizational performance in the Maldivian tourism and hospitality sector

by Aishath Rifga Abdul Ghanee Hussain, Hemaloshinee Vasudevan, Quanzhi Zhang, Mui Yee Cheok

Human Resources Management and Services, Vol.7, No.2, 2025; 65 Views

HRIS is a crucial tool for HR departments as it provides a digital platform for managing and automating various HR functions. HRIS is a comprehensive solution that integrates HRM functions with IT, enhancing the daily operations of HR professionals. In today’s knowledge-based economy, business success relies heavily on the performance of its human resources, which are essential in a rapidly changing global environment. Businesses continually strive to stay ahead of the curve in the ever-evolving technology landscape to thrive in the market. Some scholars have highlighted the negative impact of Human Resource Information Systems, primarily focusing on the invasion of privacy as the main disadvantage. The study indicates that implementing a Human Resource Information System (HRIS) enhances business performance in the tourism and hospitality industry of the Maldives. It highlights that user satisfaction and ease of use are positively influenced by these systems. The research surveyed 211 professionals and managers from the Maldives tourism and hospitality sector using a Likert Scale questionnaire to assess the impact of the HRIS on business performance. The study used SPSS 22.0 to analyze the impact of the Human Resource Information System (HRIS) on the dependent variable. The findings indicate that managerial personnel and human resource specialists in organisations find a user-friendly and satisfying HRIS motivating and beneficial for enhancing their performance. Organisations implement the HRIS to achieve their goals, identify system shortcomings, and develop strategies to improve business performance in the Maldives’ tourism and hospitality sector.

Open Access

Article

Article ID: 4544

Challenges and opportunities in human resource development: A comparative study of Vietnam and Malaysia

by Norhasni Zainal Abiddin, Ihsan Ro’is, Zahimi Zainol Abidin

Human Resources Management and Services, Vol.7, No.2, 2025; 17 Views

This study compares Human Resource Development (HRD) in Vietnam and Malaysia, looking at their methods, problems, and institutional frameworks in the context of ASEAN economic integration and Industry 4.0. Based on Cho and McLean’s (2004) integrated HRD model, this paper looks at recent research (from 2018 to 2023) to look at important topics such globalization, demographic changes, vocational training alignment, and technology disruption. Vietnam has a vast workforce, but it still has problems with low productivity, skill mismatches, and not being ready for the global market. On the other hand, Malaysia’s institutional HRD structures are making more progress, even though its workforce is getting older and not everyone is adapting to digital transformation at the same rate. The study shows that we need HRD policies that are tailored to each industry, training that is delivered in a decentralized way, and stronger relationships between the public and commercial sectors. It also stresses how important it is for national HRD policies to include global competences and initiatives that help everyone learn new skills. The study adds a unique framework for comparing HRD and gives policymakers, educators, and practitioners useful information, even though it is constrained by its use of secondary data. Future study should use mixed-methods to confirm results and look into interventions that work in specific situations. The study shows that Vietnam and Malaysia need personalized, inclusive, and forward thinking HRD systems to produce strong and competitive workforces in the post-pandemic, digital driven global economy.