Future-Proofing HR: Embracing Change and Innovation in Human Resource Management
Keywords:
Change Management, Innovation in HR Practices, Organizational Agility, HR Effectiveness, Quantitative Analysis
Abstract
This study explores the relationships between Change Management, Innovation in HR Practices, Organizational Agility, and HR Effectiveness at PT Bandung Indah Gemilang. Utilizing a quantitative approach with random sampling of 70 employees, the research employed Smart PLS for data analysis. The results reveal that effective Change Management significantly enhances Organizational Agility, which in turn positively impacts HR Effectiveness. This underscores the importance of robust change management strategies in improving organizational agility and HR performance. However, while Innovation in HR Practices is positively associated with Organizational Agility, its indirect effect on HR Effectiveness through agility is not statistically significant. These findings highlight the critical role of change management and agility in driving HR improvements, while also suggesting that the current innovation strategies in HR may need further development to realize their full potential.
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[2] D. R. Veluchamy, A. Kumar, and B. Dey, “Feasibility Study on Implementing HR Practices for Migrant Workers during Pandemics: Future-Proofing Human Resource Management,” J. Crit. Rev., vol. 8, no. III, pp. 137–148, 2021, [Online]. Available: https://www.researchgate.net/profile/Ramar-Veluchamy-3/publication/353972128_Feasibility_Study_on_Implementing_HR_Practices_for_Migrant_Workers_during_Pandemics_Future-Proofing_Human_Resource_Management/links/611cb6621e95fe241adbe3a8/Feasibility-Study-on-
[3] N. Setyawati and A. Muditomo, “Proceeding of the Perbanas International Seminar on Economics, Business, Management, Accounting and IT (Proficient) 2023 Future-Proofing Banks: Leveraging Key Human Capital Competencies For Success In The Age Of Fintech And Big Tech,” Int. Semin. Econ. Business, Manag. Account. IT, pp. 160–165, 2023, [Online]. Available: https://typeset.io
[4] C. Perino, “Organisational futureproofing in a post COVID-19 era,” Corp. Real Estate J., vol. 10, no. 4, pp. 274–289, 2021.
[5] M. Tanpoco and W. Cordova, “Future-proofing ecological knowledge management practices in the workplace: lessons from the pandemic,” E3S Web Conf., vol. 460, 2023, doi: 10.1051/e3sconf/202346005026.
[6] J. F. Ybema, T. van Vuuren, and K. van Dam, “HR practices for enhancing sustainable employability: implementation, use, and outcomes,” Int. J. Hum. Resour. Manag., vol. 31, no. 7, pp. 886–907, 2020, doi: 10.1080/09585192.2017.1387865.
[7] B. J. Weiner, “A theory of organizational readiness for change,” Implement. Sci., vol. 4, no. 1, pp. 1–9, 2009, doi: 10.1186/1748-5908-4-67.
[8] J. Jones, J. Firth, C. Hannibal, and M. Ogunseyin, Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies. 2019.
[9] S. R. Weiskopf et al., “Climate change effects on biodiversity, ecosystems, ecosystem services, and natural resource management in the United States,” Sci. Total Environ., vol. 733, 2020, doi: 10.1016/j.scitotenv.2020.137782.
[10] E. S. Sadykov, Opyt organizatsii stomatologicheskoǐ ortopedicheskoǐ pomoshchi sel’skomu naseleniiu., no. 6. 1980.
[11] S. Skendžić, M. Zovko, I. P. Živković, V. Lešić, and D. Lemić, The impact of climate change on agricultural insect pests, vol. 12, no. 5. 2021. doi: 10.3390/insects12050440.
[12] G. C. Hurtt et al., Harmonization of Global Land Use Change and Management for the Period 2015-2300. Version 20190529. 2020.
[13] A. Papa, L. Dezi, G. L. Gregori, J. Mueller, and N. Miglietta, “Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices,” J. Knowl. Manag., vol. 24, no. 3, pp. 589–605, 2020, doi: 10.1108/JKM-09-2017-0391.
[14] Y. Wang, S. Kim, A. Rafferty, and K. Sanders, “Employee perceptions of HR practices: A critical review and future directions,” Int. J. Hum. Resour. Manag., vol. 31, no. 1, pp. 128–173, 2020, doi: 10.1080/09585192.2019.1674360.
[15] A. Malik, P. Budhwar, C. Patel, and N. R. Srikanth, “May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE,” Int. J. Hum. Resour. Manag., vol. 33, no. 6, pp. 1148–1178, 2022, doi: 10.1080/09585192.2020.1859582.
[16] N. Ben Moussa and R. El Arbi, “The impact of Human Resources Information Systems on individual innovation capability in Tunisian companies: The moderating role of affective commitment,” Eur. Res. Manag. Bus. Econ., vol. 26, no. 1, pp. 18–25, 2020, doi: 10.1016/j.iedeen.2019.12.001.
[17] A. T. Walter, Organizational agility: ill-defined and somewhat confusing? A systematic literature review and conceptualization, vol. 71, no. 2. Springer International Publishing, 2021. doi: 10.1007/s11301-020-00186-6.
[18] B. Mrugalska and J. Ahmed, “Organizational agility in industry 4.0: A systematic literature review,” Sustain., vol. 13, no. 15, pp. 1–23, 2021, doi: 10.3390/su13158272.
[19] F. Ciampi, M. Faraoni, J. Ballerini, and F. Meli, “The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives,” Technol. Forecast. Soc. Change, vol. 176, 2022, doi: 10.1016/j.techfore.2021.121383.
[20] I. W. E. Arsawan, N. K. D. Hariyanti, I. M. A. D. S. Atmaja, D. Suhartanto, and V. Koval, “Developing Organizational Agility in SMEs: An Investigation of Innovation’s Roles and Strategic Flexibility,” J. Open Innov. Technol. Mark. Complex., vol. 8, no. 3, 2022, doi: 10.3390/joitmc8030149.
[21] A. Alikaj, W. Ning, and B. Wu, “Proactive Personality and Creative Behavior: Examining the Role of Thriving at Work and High-Involvement HR Practices,” J. Bus. Psychol., vol. 36, no. 5, pp. 857–869, 2021, doi: 10.1007/s10869-020-09704-5.
[22] S. K. Singh, A. Mazzucchelli, S. R. Vessal, and A. Solidoro, “Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing,” J. Int. Manag., vol. 27, no. 1, p. 100830, 2021, doi: 10.1016/j.intman.2021.100830.
[23] M. Darvishmotevali, L. Altinay, and M. A. Köseoglu, “The link between environmental uncertainty, organizational agility, and organizational creativity in the hotel industry,” Int. J. Hosp. Manag., vol. 87, no. August 2019, 2020, doi: 10.1016/j.ijhm.2020.102499.
[24] J. Van Beurden, K. Van De Voorde, and M. Van Veldhoven, “The employee perspective on HR practices: A systematic literature review, integration and outlook,” Int. J. Hum. Resour. Manag., vol. 32, no. 2, pp. 359–393, 2021, doi: 10.1080/09585192.2020.1759671.
[25] M. Subramony, J. P. Guthrie, and J. Dooney, “Investing in HR? Human resource function investments and labor productivity in US organizations,” Int. J. Hum. Resour. Manag., vol. 32, no. 2, pp. 307–330, 2021, doi: 10.1080/09585192.2020.1783343.
Published
2024-08-07
Section
Articles
Copyright (c) 2024 Y. Ony Djogo
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
