Suchergebnisse

Background: Recruitment, training and performance management are central processes in Human Resource Management (HRM) for organizational performance. Organizational Culture (OC) also determines these practices based on the nature of hiring, career development, and employee retention. It is essential to have a clear understanding of the relationship to gain the biggest benefits for HRM strategies and organizational results. Aim: Thus, the current research examines how OC affects HRM practices such as RP, TD, PM, EE, RR, and CR. It is desired to identify how OC influences HRM practices and offer recommendations that can help to improve the HRM practices. Method: A questionnaire survey was conducted among 250 respondents using a structured 5-point Likert scale. The survey was based on demographic characteristics and evaluated the OC influence on RP, TD, PM, EE, RR, and CR. The study employed the PLS-SEM technique and T-test with the CFA and psychometric tests to check for reliability. Results: A strong correlation between OC and human resource management practices was established. OC impacted the approach to attracting employees, selecting and developing training programs, assessing performer appraisals, motivating employees, deciding on retention strategies, and handling conflict. These observations show that OC has a strong impact on the range of HRM practices. Conclusion: It is important to understand that organizational culture is an influential component that affects HRM practices. Positive OC affects the ability to attract, develop, manage, engage, retain, and resolve conflicts with employees. The PLS-SEM approach was useful in analysing these relationships and enhancing the HRM strategies with regards to organizational culture.

Organizational operations have been modified by using the rise of digital innovation, which has increased consumer interaction, accelerated efficiency, and stimulated overall growth. But obstacles like converting organizational adoption charges and a quickly evolving era would possibly make it more difficult to generalize effects across of different sectors and ancient intervals. To overcome these constraints, a thorough examination of the impact of digital innovation on organizational growth is carried out in this study. This study investigates the connection among Digital infrastructure (DI), Digital Innovation practices (DIP), Adoption of advanced digital technologies (ADT), Leadership support (LS), Organizational growth (OG), and Employee digital capabilities (EDS) utilizing Structural Equation Modeling (SEM) and CFA test. SEM is used to evaluate the causal pathways between constructs and the connections between latent variables and their indicators. CFA is a method used to validate the dimension model by examining the relationships between observed indicators and their underlying constructs. A systematic questionnaire with a Likert scale rating was used to collect data from 600 populations. The measurement model assessed the validity and reliability of latent constructs, while the structural model analyzed the relationship between constructs based on the proposed hypotheses. The structural model revealed that DI, LS, and ADT are positively connected to the DTP, and OG, between digital innovations on organizational growth. (β = 0.58,0.54,0.60 and 0.62,p < 0.05), providing well support for hypotheses 1, 2, 4, and 5. The SEM and CFA confirm the robustness of these relationships. The findings underscore the critical role of digital infrastructure and leadership in driving effective digital practices and fostering growth.