Generalizing from Laboratory to Field Settings: Research Findings from Industrial-Organizational Psychology, Organizational Behavior, and Human Resource Management.

1987 ◽  
Vol 32 (3) ◽  
pp. 465
Author(s):  
Daniel J. Brass ◽  
Edwin A. Locke
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Organizational Psychology ◽  
Industrial Organizational Psychology ◽  
Research Findings

Big Data in Industrial-Organizational Psychology and Human Resource Management: Forward Progress for Organizational Research and Practice

2020 ◽  
Vol 7 (1) ◽  
pp. 505-533 ◽  
Author(s):  
Frederick L. Oswald ◽  
Tara S. Behrend ◽  
Dan J. Putka ◽  
Evan Sinar
Keyword(s):  
Big Data ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Big Data Analytics ◽  
Organizational Psychology ◽  
Learning Problems ◽  
Consulting Services ◽  
Industrial Organizational Psychology ◽  
Ethical And Legal Considerations

Big data and artificial intelligence (AI) have become quite compelling—and relevant, ideally—to organizations and the consulting services that help manage them. Researchers and practitioners in industrial-organizational psychology (IOP) and human resource management (HRM) can add significant value to big data and AI by offering their substantive expertise in how workforce-relevant data are measured and analyzed and how big data results are professionally, legally, and ethically interpreted and implemented by organizational decision makers, employees, policymakers, and other stakeholders in the employment arena. This article provides a perspective and framework for big data relevant to IOP and HRM that include both micro issues (e.g., linking data sources, decisions about which data to include, big data analytics) and macro issues (e.g., changing nature of big data, developing big data teams, educating professionals and graduate students, ethical and legal considerations). Ultimately, we strongly believe that IOP and HRM researchers and practitioners will become increasingly valuable for their contributions to the substance, technologies, algorithms, and communities that address big data, AI, and machine learning problems and applications in organizations relevant to their expertise.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

scholarly journals Human Resource Sustainability in the Hospitality Sector

2021 ◽  
pp. 171-177
Author(s):  
Mrunali Mehta ◽  
Mukesh Kumar Mahawar ◽  
Pradeep Kumar Mishra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Association ◽  
Well Being ◽  
Human Resource Practices ◽  
Resource Sustainability ◽  
Research Findings ◽  
Strong Positive Association ◽  
Hospitality Sector

In India's hospitality sector, Delhi is a resource provider. Sustainable human resource practices are important for the development of this sector. According to research findings, there is a scarcity of research on sustainable Human resource practices in Delhi's hospitality sector. This study focuses on sustainable human resource practices in the hospitality sector in Delhi, India. The research aims at dependent variable from the Sustainable Human Resource Management survey that deal with the role of humans in socioeconomic, societal, and business sustainability. The research presents empirical evidence regarding the importance of external Human Resource Management variables such as ethical principles (EP), employment (E), pay and benefits (PB) on the long-term sustainability of the Delhi hospitality sector. The research was carried out in hotels across Delhi. After validating the normalcy and trustworthiness of 48 responses, the statistical analyses were performed. Three hypotheses were formulated and test statistics were used to evaluate findings. With the exception of well-being to recruitment (0.09) and involvement to recruitment (0.16), all factors had a strong positive association.

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