Human Resource Management

 In today's unpredictable business world, organizations need to modify their operations because they face two major challenges, which include technological disruptions and market fluctuations and new employee expectations. The development of Agile Human Resource Management (HRM) systems occurred because organizations needed to create HR systems that would help them achieve better operational results through their capacity to adapt to changing market conditions. The Dynamic Capabilities Theory serves as the primary theoretical basis for Agile HRM because it describes how organizations acquire, develop, and reorganize their internal abilities to adapt to changing external conditions (Teece, 2020). Human resource management implements its principles through agile recruitment, which enables organizations to adapt their hiring processes, and through its flexible job roles and ongoing employee development programs that match workforce skills to organizational requirements. Figure 01: Dia...

The hospitality industry and the retail industry and the manufacturing industry all experience problems because they cannot keep their skilled workers. Organizations face three major problems because employees leave their jobs: higher recruitment expenses, lower work efficiency, and interrupted business operations. Human Resource Management (HRM) needs to make effective retention strategies a strategic priority for their work. Herzberg's Two-Factor Theory which Frederick Herzberg created serves as the main theoretical basis that explains how employees stay with their jobs. This theory distinguishes between two types of workplace elements which include hygiene factors that cover salary and job security and working conditions and motivators that include recognition and career advancement opportunities. Organizations that operate in industries with high employee turnover only concentrate on providing basic workplace conditions yet to achieve lasting employee retention they must fund p...

 Modern organizations require Human Resource (HR) leaders to handle personnel matters while they work to improve organizational performance through their strategic role. The ability to handle emotions which Daniel Goleman made famous stands as the most vital skill for successful HR leadership. EI defines the capacity to identify and comprehend personal feelings while managing emotional interactions with other people. HRM professionals need this ability because it helps them establish trust and improve organizational communication while creating a healthy work environment. Figure 01: Social Exchange Theory From a theoretical perspective, EI aligns closely with Social Exchange Theory, which suggests that positive interactions between leaders and employees lead to reciprocal behaviors such as increased commitment and performance (Cropanzano et al., 2021). HR leaders who possess advanced emotional intelligence create work environments which support employees to reach their full potenti...

  In the current knowledge-driven economy organizations view training and development activities as strategic investments which result in enhanced employee skills and improved organizational performance. Human Capital Theory states that organizations will achieve greater productivity and sustained economic benefits when they invest in developing their employees' skills and knowledge. Modern organizations implement this concept through their structured learning and development programs which help employees progress while fulfilling business needs. Figure 01: Human Capital Theory Diagram The Resource-Based View (RBV) explains that human resources create competitive advantage for businesses when they meet three requirements of being valuable, rare and difficult to imitate (Barney, 1991). Organizations achieve their goal of creating specialized abilities through training programs that include leadership development, digital upskilling and technical skill enhancement. Employee efficienc...

  The management of Sri Lankan migrant workers in Jordan creates major Human Resource Management challenges because of three main factors which include legal requirements and cultural practices and institutional structures. The manufacturing and domestic work sectors depend on migrant labor therefore HR professionals need to understand Jordanian Labor Law while they work to protect workers rights through fair and ethical treatment. The primary obstacle in this situation stems from difficulties in meeting regulatory requirements and enforcing contractual agreements. Sri Lankan workers working in foreign countries face wage disputes and working hour misunderstandings because their expectations differ from local labor regulations. According to Institutional Theory organizations need to operate within legal boundaries to establish their legitimacy (Scott 2021). The system shows two major problems because enforcement mechanisms face challenges and workers lack knowledge about their righ...

  Globalization has pushed manufacturing companies to establish operations in foreign countries which creates complicated problems for their Human Resource Management activities. The international operations of the company require human resources policies which need to be adapted for different international locations to achieve legal compliance and optimal employee performance and enduring business success. Figure 01 : Globel manufacturing workforce distribution (ILO reports 2025) The organization faces difficulties with its legal requirements and institutional obligations. Human resources policies need to match the labor regulations of the host country and the trade union requirements and the established employment standards. According to recent reports, global compliance remains a top concern for HR leaders (Atlas HXM, 2025). The concept requires companies to adjust their operations according to the regulatory standards established by outside authorities. The Contingency Theory s...

  In the current job market, organizations must offer more than salary and benefits to secure and maintain their valuable employees. Employer branding has become a key strategic tool in Human Resource Management (HRM) which determines how existing and prospective workers view an organization. The Branding Journal (2023) defines this concept as the company's reputation as an excellent workplace which enables it to attract and maintain its workforce. Employer branding is strongly linked to the Resource-Based View (RBV) theory which considers human capital as the foundation for achieving sustained competitive edge. The organization attracts exceptional talent through its strong employer brand because competitors find it difficult to match this unique workforce. Social Identity Theory shows that employees stay dedicated to their organizations when these workplaces help them build their self-worth and social ties. Figure 01: Employer branding framework (Backhuas & Tikoo Modle) The B...

  Introduction The global apparel industry depends on migrant workers who form its essential labor force especially from Sri Lanka. Sri Lankan employees who work in international markets including the Middle East generate higher productivity and better operational results. The organization faces major difficulties when it tries to hire these workers because of the existing social and cultural restrictions combined with its own organizational constraints.  Employee engagement, which defines the emotional and psychological relationship of employees to their organization, serves as the main factor that determines both performance outcomes and employee retention (Kahn, 1990). Theoretical perspective Abraham Maslow's Hierarchy of Needs demonstrates that workers need social connections and recognition beyond their basic requirements(Maslow 1943).The Two-Factor Theory developed by Frederick Herzberg separates workplace elements into hygiene factors and motivational factors that...

  Figure 1: Migrant and expatriate factory workers engaged in manufacturing operations in overseas industrial environments In today’s globalized business environment, organizations such as MAS Holdings increasingly rely on expatriate employees to support international operations. The crisis situations that arise from regional conflicts create complex human resource management (HRM) problems for Sri Lankan workers who work in overseas manufacturing facilities located in Jordan. The challenges that organizations face extend beyond operational disruptions because they directly impact both employee safety and organizational commitment. Figure 2:  Migration flow of Sri Lankan expatriate workforce to Middle Eastern manufacturing destinations The Harvard Model of HRM serves as the primary theoretical framework which enables understanding this particular matter since it focuses on both stakeholder interests and situational factors (Beer et al., 1984).During crisis situations HR needs ...