This paper aims to study the relationship between human resource management practices (including work itself, training and development, supervisor support, co-workers ‘relation, salary, and working environment) and job satisfaction among employees in Japanese agri-businesses in Vietnam. The structured questionnaires were distributed to 200 employees to collect the primary data out of which 179 useable were returned to test the research hypotheses. Results shows that the work itself, training and development, co-workers’ relation, salary and working environment had positive effects on employees’ job satisfaction. However, there were no relationship found between supervisor support with job satisfaction. Finally, based on the results of qualitative and quantitative evidence as well of the comprehensive interview, some suggestions were given to human resource management practices in Japanese agricultural companies to achieve high level of job satisfaction.

This research aimed to investigate the effect of leader-member exchange and employee motivation on organizational commitment, and the effect of organizational commitment on job performance. The research also examines the moderating effect of generation on the relationship between organizational commitment and job performance. The population of this research is the employees working in private organizations in Thailand. Data collection was performed using a convenient random method. 400 usable questionnaires were used for statistical analysis. The author analyzed Descriptive statistics by SPSS program version 25 while the SmartPLS 3.3.0 program was used to test the research hypotheses in Partial Least Square-Structural Equations Model (PLS-SEM). The finding revealed that leader-member exchange positively affected organizational commitment but employee motivation had no significant effect on organizational commitment. It also found that leader-member exchange had a positive effect on employee motivation. Another key point was organizational commitment significantly influenced on job performance. In addition, the study found the moderating effect of Generation on the relationship between commitment and job performance.

The objective of this study is to examine the role of HRM and supply chain to promote business performance (BP) sustainability in Thai textile firms. Meditating role of employee skills and raw material is examined. Therefore, the relationship between HRM, supply chain, employee skills, raw material and BP sustainability was examined. Population of the study is textile firms of Thailand. Employees of these textile firms were selected as respondents. 300 questionnaires were distributed among the textile firms of Thailand. Results of the study shows the positive role of HRM in BP sustainability. Better practices of HRM have the ability to promote BP sustainability. HRM has a positive role in employee skills development which further enhances BP sustainability. Moreover, supply chains in textile firms also play a major role to promote BP sustainability. Better supply chain increases the availability of raw material which causes BP sustainability.

The goal of this research is to investigate the relationship between human resource management and tourism supply chain management, as well as the effects of human resource and tourism supply chain on customer satisfaction and operation performance. The research was carried out in Vietnam at several tourist destinations. The study found 297 viable samples after screening the sample. A Partial Least Squares (PLS) algorithm was used to process the data. The study's findings revealed a link between human resources and supply chain management in the tourism business. Furthermore, the study discovered that human resource management uncertainty had an impact on organizational performance.

Human resource management (HRM) was first developed as a corporate business strategy that aimed to retain employees in the workplace and to develop personnel who generated results and whose capabilities could be effectively utilized. In recent years, human resource perspectives have been emphasized in personnel management by hospital nursing organizations. This study examined effective HRM strategies for creating an attractive nursing practice environment from the perspec-tive of “magnetism.” A questionnaire (“32 Items Regarding Effective Human Resource Management Policies”) was developed. The Practice Environment Scale of the Nursing Work Index was employed to assess the type of environment in which nurses wished to continue working, and factors contributing to a desirable nursing practice environment were defined as “magnetic.” Analysis of data obtained from nursing managers (n=305) yielded five factors that were effective HRM policies for hospital nursing organizations. It was also shown that the nursing practice environment was made more attractive by incorporating more of these policy elements. The following six strategies were identified: (1) enhancement of personal career development and organizational develop-ment; (2) goal management and personnel evaluations to assure the quality of patient care and pro-mote team collaboration; (3) flexible hiring and transfer policies based on business execution; (4) promoting outside interactions to make the organization an open system; (5) ensuring support for career development; and (6) supporting a safe and healthy nursing practice environment by enhancement of manpower.

This study aims to confirm the information sharing behavior using social media scale and to vali-date every item and make it reliable as an inventory by using Exploratory Factor Analysis (EFA). The researcher adapted the measuring instruments for every latent construct from the literature and customized the items to suit this particular study. The study sent the revised questionnaire to 262 respondents in order to gather the pilot study data and able to get 163 filled ones as final data. The set of questionnaires consists of 66 items that assess the 6 constructs. Data is analyzed using SPSS AMOS Version 21.0. The results show that every construct achieved its Bartletts’ Test of Spherici-ty 6.0 with the re-sult of Information Sharing Behavior .000 and .871; Intention .000 and .782; Belief Expectancy .000 and .911; Attitude Influence .000 and .925; Readiness For Change .000 and .959; and Self-Efficacy .000 and .902. The entire item of the construct has exceeded the minimum limit of 0.7 reli-ability of Alpha Cronbach value to achieve the Internal Reliability. The new integrate model has been proposed due to this finding.

Human resources that are of high quality create a competitive advantage for companies, thus Human Resource Management (HRM) and High-Performance Work Systems (HPWS) that are good become key success factors that need to be considered by every company. This study aims to investigate the influence of Human Resource Management (HRM) and High-Performance Work Systems (HPWS) on Information Technology (IT) Performance and Competitive Advantage of a company. The method used in this study is a quantitative approach with a questionnaire as the data collection method. The research sample consisted of 191 supervisors, managers, and executives of manufacturing companies located in Medan, Indonesia. Data analysis was conducted using SmartPLS 4.0 software. The results showed that Human Resource Management significantly affects IT Performance but does not directly affect Competitive Advantage. Meanwhile, HPWS Capability does not affect IT Performance but significantly affects Competitive Advantage. IT Performance significantly affects Competitive Advantage. IT Performance also mediates the relationship between Human Resource Management and Competitive Advantage. However, it is not significant in mediating the relationship between HPWS Capability and Competitive Advantage. These findings underscore that Human Resource Management (HRM) and High-Performance Work Systems (HPWS) play pivotal roles in shaping Information Technology (IT) performance and competitive advantage within companies, thus impacting the overall success and sustainability of companies.

This research aimed to analyze the relationship between electronic human resources (e-HRM) and sustainable competitive advantage, organizational agility and sustainable competitive advantage, and sustainable innovation and sustainable competitive advantage in the manufacturing industry in Indonesia using a quantitative approach. The population of this research was managers of manufacturing companies in Indonesia. A total of 800 online questionnaires were sent using a simple random sampling method and 540 valid questionnaires were received. The questionnaire contains statement items using a Likert scale from 1 to 7. To measure the structural model and to test research hypotheses, the research used the PLS-SEM method with WarPLS 7.0 software. The stages of data analysis in this research were reliability and validity tests, significance tests and hypothesis testing. This research concludes that e-HRM had a positive and significant relationship with sustainable competitive advantage, Organizational Agility had a positive and significant relationship with sustainable competitive advantage and sustainable innovation has a positive and significant relationship with sustainable competitive advantage. The research emphasizes that e-HRM practices encourage sustainable innovation and organizational agility to achieve competitive advantage. The study also provides a more comprehensive understanding that e-HRM practices contribute to sustainable competitive advantage by driving continuous innovation and strengthening organizational agility. The research emphasizes the importance of utilizing digital technology for human resource management (HRM) processes, organizations must implement digital transformation by adopting e-HRM practices to increase manufacturing efficiency and effectiveness thereby increasing performance and competitiveness. This research encourages companies to increase continuous innovation to increase sustainable competitiveness.

Banking financial performance (BFP) has been recognized as a causation of human resource management (HRM). The causal linkages from HRM practices to BFP are different. Nevertheless, almost none of the studies has ranked and compared this difference among the practices of HRM in enhancing BFP. The current study applied an analytic hierarchy process to rank the relative importance of HRM practices. For the robustness of the results from the process of analytic hierarchy, the current work employed an analytic hierarchy process to reassess the relatively important levels of HRM practices on BFP as well. The findings are robust across both of the techniques. The practice of training and development (TT) plays the most critical part in BFP, followed by the practice of performance evaluation (PN) and the practice of reward system (RM) as the third most important. In contrast, the practice of recruitment and selection (RN) takes the least important position in BFP. Moreover, the findings also provide statistical evidence on the causal links from the practices of HRM to BFP. This work makes some contribution to how managers should decide on HRM practices in order to obtain the best possible BFP.

This study attempts to explore the relationship between Human Resource Management Practice, Corporate Social Responsibility, and food processing enterprises’ performance. The sample size was collected from 438 employees and managers in 278 food processing enterprises. Structure Equation Model is the analytical method used in the study to analyze the relationship among the variables in the theoretical framework. The results from this study show that Human Resource Management Practice had a direct impact on some aspects of Corporate Social Responsibility including employees, customers and the environment. The practice of Corporate Social Responsibility had a positive correlation with Organizational Commitment. However, only Corporate Social Responsibility targeted at customers is found to have a direct impact on business performance. This study also shows that although Human Resource Management Practice did not directly affect business performance, it still had an indirect impact through the practice of Corporate Social Responsibility and Organizational Commitment.