International Journal of Human Resources Development and Management (5 papers in press)

Regular Issues

• Empowering leadership in cognitive processes and behavioural dynamics: a thematic analysis  
  by Anjali Rai 
  Abstract: This thematic analysis explores unpacking empowering leadership through behavioural dynamics and cognitive mechanisms. Empowering leadership is a multi-faceted approach that helps followers to feel competent, autonomous, and purposeful. This study reports how empowering leadership may influence behaviours and cognitions among business professionals, taking an idiographic approach of capturing qualitative data on the subject from existing literature and semi-structured interviews. The analysis inspires leaders capable of empowering followers by understanding their psychological needs thoroughly, adopting an inclusive decision-making process, and creating a healthy work environment. This research shed some light on how empowering leadership leads to leaders empowering their followers through affect, creativity infusion, and job satisfaction. The significance of these findings to organisational practice underscores the importance of facilitative leadership behaviours that advance individual and organisational successes. Empowering leadership behaviours must be encouraged to create better outcomes at the personal and organisational levels.
  Keywords: empowering leadership; cognitive processes; behavioural dynamics; thematic analysis; participative decision-making.
  DOI: 10.1504/IJHRDM.2024.10070487
   
  
• Human resources in the era of the fourth industrial revolution: Competencies 4.0  
  by Paulo J.S. Gomes, José Luís Martinho 
  Abstract: Manufacturing companies are undergoing significant transformations in their shift to Industry 4.0. This study investigates the key competencies required by workers during this transition, as well as the evolving roles and challenges faced by employees. A systematic literature review (SLR) identified 35 critical skills, which informed a survey with top and middle managers to evaluate the perceived importance of these skills across various roles and hierarchical levels. The findings reveal a shift in skill requirements, with soft skills gaining prominence over hard skills, especially for management roles. Middle managers, in particular, are highlighted as needing to balance a diverse skill set to effectively navigate Industry 4.0. This research addresses a gap in the literature by offering insights into skill prioritisation and workforce evolution, emphasising the importance of comprehensive upskilling strategies to ensure a successful digital transformation.
  Keywords: Industry 4.0; competencies; human resources; skills; digitalisation.
  DOI: 10.1504/IJHRDM.2024.10068786
   
  
• Fostering alignment in the hybrid workplace: bridging the gap between employee experience and expectations  
  by Wallapa Suengkamolpisut, Saifon Singhatong 
  Abstract: This research examines the congruence of employee experiences with expectations in hybrid work environments. Grounded in the social exchange theory, reciprocal exchanges between employees and employers are proposed to be influenced by communication, organisational culture, and technological infrastructure. A qualitative methodology was utilised, encompassing 22 semi-structured interviews with participants from various sectors in Thailand, including the healthcare, retail, and telecommunications sectors. Through thematic analysis, salient factors impacting this congruence were discerned, specifically transparent communication, technological infrastructure, organisational culture, and work-life equilibrium. Furthermore, adaptive management strategies such as flexible work policies and supportive leadership were determined to significantly augment employee experience and organisational allegiance. The findings of this research furnish pragmatic insights for policymakers, human resource practitioners, and organisational leaders regarding the cultivation of resilient, inclusive, and high-performing hybrid work environments.
  Keywords: hybrid work; employee experience; employee expectations; social exchange theory; leadership support; work-life balance; WLB.
  DOI: 10.1504/IJHRDM.2024.10068767
   
  
• The future of recruitment: a mixed-methods scenario analysis in Germany  
  by Stephan Weinert, Elmar Günther, Silko Pfeil 
  Abstract: The shortage of skilled workers is becoming increasingly concerning for companies, as it poses a significant risk to their competitiveness. To counter this shortage, recruiting professionals need to be more effective than ever before. To obtain an evidence-based evaluation of the likely developments in recruiting in Germany, a scenario study was conducted. To comprehensively address our common research question, we employ a mixed-methods approach, integrating both qualitative interviews and a quantitative survey. This combination allows us to capture a broad range of data, providing a deeper understanding of the research problem. After an initial qualitative survey of experts from practice and academia, various scenarios for the future of recruiting were developed. These scenarios were then evaluated in a subsequent quantitative study by 208 practitioners in terms of their impact on the current and future situation as well as on the practical work of recruiters. Overall, the study reveals significant challenges that will be confronted in recruitment up to the year 2035. If these scenarios materialise, companies in general and recruiting departments in particular will encounter a substantial need for change in the forthcoming years.
  Keywords: recruitment; scenario analysis; recruiting professional skill-set; recruitment methods; recruitment tools; future studies; Germany.
  DOI: 10.1504/IJHRDM.2024.10069286
   
  
• The impact of positive organisational behaviour on employee engagement and performance  
  by Sunil Ramlall, Matthew Hurtienne, Laura Hurtienne, Anish Ramlall, Jessica Knierim 
  Abstract: Studies over the decades have shown varying relationships between employee engagement, organisational commitment, and performance (Prathiba, 2016; Tugade and Arcinas, 2023). While there are many studies on organisational commitment, intent to leave an organisation, employee performance, and business unit performance, there is no recent quantitative study specifically on the relationships between employee engagement, motivation, performance, and positive organisational behaviour. The results established strong relationships among organisational culture, performance, employee engagement, and employee satisfaction, which showed significant relationships. There were especially strong correlations between satisfaction and life purpose and building friendships at work with achieving life's purpose. This study has established the value of having strong relationships at work to build organisational cultures that foster ways to develop more effective teams, create a higher level of engaged workforce, and improve performance. The results show that even though employees are engaged, they are still maintaining options for exploring different professional opportunities, emphasising the necessity for organisations to focus on retaining key talent. POB can improve workplace dynamics by creating a healthier and more productive environment. This approach can boost employee morale, enhance job satisfaction, and strengthen team effectiveness.
  Keywords: positive organisational behaviour; employee effectiveness; organisational performance; employee engagement; employee morale; human resource management; human resource management; human resources.
  DOI: 10.1504/IJHRDM.2025.10071621