Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)

D’Angelo, Chiara; Gazzaroli, Diletta; Corvino, Chiara

doi:10.3390/su14084847

Cited by 9 publications

(7 citation statements)

References 39 publications

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“…What goes wrong? D' Angelo et al (2022) [8] added that HRM is still at the level where they execute as instructed by management, are disengaged from decision making and one can tell that HRM activities do not align with their scope and roles and this perfectly matches with the situation in the organization investigated. Nevertheless, the various trends and challenges that Industry 5.0 is bringing to the surface; such as new technologies, AI and machines, it is inevitable to bring huge changes in the business environment thus "aggressively" forcing top management and HRM professionals to collaborate and find solutions how to manage the human resources of their organizations.…”

Section: Discussionmentioning

confidence: 96%

“…Nonetheless, contrary to what has been emphasized in the literature, the job of HR professionals seems to be disengaged from the decision-making processes, even if they are requested to support colleagues/employees in facing decisions of internal transfers or even job changes that are taken by the top management. The HR roles are still mostly executional, with no further space to develop top-down or bottom-up awareness for promotional processes or decision-making power (D'Angelo, Gazzaroli, Corvino, & Gozzoli, 2022) [8] . Gutterman (2020) [13] noted that HRM and sustainability are in an early stage of development, thus, there is a long way to go to integrate and create a sustainable HRM environment in business.…”

Section: Literature Review Sustainability Hrm and Managementmentioning

confidence: 99%

“…The financial industry is currently facing drastic changes in the market environment. The HR personnel are confronted with economic, social, and environmental issues that they need to negotiate and balance them accordingly, to align employees with the management and organizational demands (D' Angelo, et al 2022) [8] . Finally, another big challenge presented globally is gender inequality.…”

Section: Literature Review Sustainability Hrm and Managementmentioning

confidence: 99%

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The HR people and their role in the contemporary business market

Tsolaki¹

2023

Int. J. Res. Hum. Resour. Manage.

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Human resource management professionals and their personnel are responsible towards the organization they serve; manage employee performance, motivate, and reward people, recruit and select the ideal candidates, train, develop as well as help people change attitudes in situations of organizational change and so on. For all these to be achieved the human resource personnel need to have the support of top management as well as the power to make decisions and take initiatives. This study's primary objective was to investigate the real role of the professionals within the human resource management department and to what extent they have power and are involved in decisionmaking for their employees. For this reason, a large, growing private organization from the financial sector was chosen to be investigated. A qualitative case study was performed, and an unstructured questionnaire was used to obtain in-depth qualitative data. The sample consisted of two participants. Findings showed that the specific HRM department is not allowed to make any decisions nor take initiatives for any matters regarding its employees; only top management is responsible for such changes. The researcher determined that the human resource management department and its personnel did not receive the value and respect it should and nowadays with all the challenges faced in the era of Industry 5.0 it is time to change the scope, mentality and perception towards the roles and jobs of the human resource profession and its people.

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Section: Discussionmentioning

confidence: 96%

Section: Literature Review Sustainability Hrm and Managementmentioning

confidence: 99%

Section: Literature Review Sustainability Hrm and Managementmentioning

confidence: 99%

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The HR people and their role in the contemporary business market

Tsolaki¹

2023

Int. J. Res. Hum. Resour. Manage.

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“…Managers could exhibit higher levels of overconfidence being more likely to make riskier product introductions. In this case, firm performance could suffer when managerial decisions reflect a lack of congruence between entrepreneurs' perceptions of the environment and actual environmental conditions, leading to support the call for possible interventions focused on managerial needs (Corvino et al, 2022;D'Angelo et al, 2022). EBHRM 12,2…”

Section: Practical Implicationsmentioning

confidence: 99%

Quick-witted entrepreneurs versus systematic managers: a comparative analysis of decision-making competence

Tommasi,

Sartori,

Bollarino

et al. 2023

EBHRM

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PurposeDecision-making competence (DMC) of entrepreneurs and managers is a longstanding topic in this increasingly globalized world. These figures operate in conditions not within their own control, and good levels of DMC are often considered to be desirable for the flourishing of business and society. This paper reports an empirical investigation on the DMC of entrepreneurs and managers, in an attempt to inform about their tendencies to incur in risky and costly choices.Design/methodology/approachThree cognitive biases associated with operational strategies and individual characteristics of entrepreneurs and managers, namely under/overconfidence (UOC, i.e. self-confidence in taking decisions), resistance to sunk costs (RSC, i.e. propensity to take cost investments) and consistency in risk perception (CRP, i.e. how well individuals understand probability rules) were considered . Cognitive biases measures were used in a cross-sectional study on a sample of n = 639 entrepreneurs and n = 512 managers. Data collected via online survey were analyzed using descriptive statistics and inferential statistics to determine differences among entrepreneurs and managers DMC.FindingsAnalyses reveal that entrepreneurs exhibit higher levels of UOC compared to managers with a marked presence of UOC among entrepreneurs at younger ages. Conversely, performance regarding RSC improves with higher education levels while age and RSC are positively correlated only for managers, regardless of education. Lastly, entrepreneurs and managers resulted as not being affected by CRP. This study discusses these results to provide initial insights for further avenues of research and practice.Originality/valueThe study offers an innovative, evidence-based viewpoint on how entrepreneurs and managers deal with risky and costly decisions. It offers an initial understanding of the role of UOC, RSC and CRP, that is specific cognitive biases associated with operational strategies and individual characteristics, in the DMC of these working figures. The study forwards avenues of scrutiny of quick-witted entrepreneurs and systematic managers.

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“…Human resources in the banking industry will need to play a leading role to develop human capital management (D'Angelo et al 2022).…”

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confidence: 99%

An Alternative to Coping with COVID-19—Knowledge Management Applied to the Banking Industry in Taiwan

Chang

Hsieh³

et al. 2022

JRFM

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This study seeks to find an alternative strategy to cope with the impact of COVID-19. Though various measures have been adopted to respond to the threat of the pandemic, the problem remains unchanged. Undoubtedly, COVID-19 is also a crisis of knowledge, so this study explores whether the banking industry in Taiwan can apply knowledge management (KM) and fight the catastrophe of the century successfully and effectively. This study adopts an actual case to analyze the relationship between KM implementation and the banking industry; applies consistent fuzzy preference relations (CFPRs) to evaluate influential criteria including computational simplicity and guarantee the consistency of decision matrices; illustrates a decision-making model with seven criteria; and conducts pairwise comparisons, which are utilized to determine the priority weights of influential criteria amongst the outcome rankings and to formulate accurate KM strategies. The results show that predictions of success probabilities are higher than those of failure probabilities among the seven influential criteria and, in particular, the headquarters system and human resources are the most important priority indicators for implementing KM successfully during the pandemic or post-pandemic. The conclusion suggests significant policy implications for policymakers within other industries or countries in coping with COVID-19.

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Changes and Challenges in Human Resources Management: An Analysis of Human Resources Roles in a Bank Context (after COVID-19)

Cited by 9 publications

References 39 publications

The HR people and their role in the contemporary business market

The HR people and their role in the contemporary business market

Quick-witted entrepreneurs versus systematic managers: a comparative analysis of decision-making competence

An Alternative to Coping with COVID-19—Knowledge Management Applied to the Banking Industry in Taiwan

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