Journal of Research and Review in Human Resource Management & Labour Studies
This is blind peer-reviewed journal that provides a platform which aspires to cover all the aspects of Human Resource Management & Labour Studies. This journal provides a deep insight in advancement and research in the field of Human Resource Management & Labour Studies. Focus and Scope Human Resource Management Business Plans Employee Relations Management Labour Laws Labour Studies Labour Management System HR Maintenance and Retention Employee Management Employee Development and Communication Workforce Management Survey of Employee Satisfaction Relations HRM with Employee Development and Training
Creator Economy vs. Corporate Jobs: A Labour Supply Study of Gen Z in Pune
The structural change that is currently taking place in the 21st century labour market is due to the emergence of the creator economy, which is a digital ecosystem that has empowered people to commercially sell creativity and personal impact via online platforms. This research aims at examining the position of the Generation Z in Pune, India, in the occupational trade-off sourcing between traditional occupation that is corporate jobs and new mode of creation that is known as freelance occupations. Data were gathered on models of mixed-method and cross-sectional studies based on the population consisting of 300 persons (100 creators, 100 freelancers, and 100 corporate workers) aged between 18 and 28 by using semi-structured interviews and structured questionnaires. Descriptive statistics, ANOVA, and linear regression were used in quantitative analysis and thematic analysis in qualitative analysis. Results demonstrate that there is a trend of differences in prevalence of income, hours worked and reservation wages between types of employment (F = 11.84, p < 0.001). Regression results show that autonomy preference (β = –2,100, p < 0.001) and risk tolerance (β = –1,750, p < 0.01) negatively influence reservation wage, whereas digital skill (β = +1,250, p < 0.05) positively affects income expectations. As qualitative understandings, creative satisfying, hybrid work aspiration, and attention-detention behaviour are the traits of the labour-supply dynamic of Gen Z. The work is an extension of the classical labour used in the tangible labour -leisure model, to autonomy as a third dimension of utility in the form of U=f(Y,L,A), In which Y is income, L is leisure and A is autonomy. These researchers have implications on employers, policy makers, and educators who may have to reconfigure to fit in the growing digital workforce in post-pandemic India.
A Case Study of Hybrid Work Models and Employee Engagement
The COVID-19 pandemic triggered an unprecedented transformation in work culture, accelerating the adoption of hybrid work models—an arrangement that combines remote and in-office work. While these models offer flexibility and cost-effectiveness, they also raise concerns about employee engagement, productivity, communication, and organizational commitment. This paper explores how hybrid work models affect employee engagement by examining organizational practices, employee perceptions, and management strategies. We analyze case studies, survey results, and theoretical insights to understand how hybrid work influences factors such as motivation, collaboration, and job satisfaction. Through this research, we aim to identify the challenges and opportunities presented by hybrid models and suggest best practices to enhance employee engagement in such settings.
Challenges of HRM in Tourism and Hospitality Industry
The tourism and hospitality industry faces significant challenges in human resource management (HRM), primarily due to high employee turnover rates. This turnover is largely attributed to the demanding nature of the jobs, which often require long hours, including weekends and holidays, leading to mental and physical exhaustion among workers. As a result, many employees seek new opportunities, exacerbating the stress for those who remain and complicating the formation of skilled teams. Moreover, the industry faces challenges in finding the right talent, as employees must possess a unique blend of exceptional customer service skills and technical expertise, both of which are continuously evolving with shifting consumer demands and technological advancements. Unfortunately, many businesses are limited by financial constraints, restricting their ability to invest in comprehensive training programs and making it difficult to keep up with these rapid changes. Another critical challenge is the management of a diverse workforce. While diversity can enhance guest experiences by bringing in varied perspectives, it also introduces complexities such as communication barriers and cultural differences that can hinder teamwork . To effectively manage these diverse teams, organisations must implement inclusivity and cultural competence training, ensuring that all employees feel respected and supported. The seasonal nature of employment in tourism and hospitality further complicates HRM. Fluctuations in demand lead to instability, with businesses frequently hiring and laying off staff, which disrupts workforce consistency and can lead to burnout during peak seasons. To mitigate these issues, companies can offer flexible year-round positions and cross-train employees for various roles, thereby maintaining a core team supplemented by seasonal workers. Additionally, the rapid integration of technology into HR processes presents both opportunities and challenges. While technology can streamline operations and enhance customer experiences, it requires employees to adapt quickly, which can be particularly challenging for those who are not tech-savvy . HRM must focus on providing adequate training and support to help employees navigate these technological changes while ensuring that the personal touch essential to hospitality is not lost. Addressing these HRM challenges is crucial for the tourism and hospitality industry to thrive. By fostering a supportive work environment, investing in employee training, and embracing diversity, organisations can enhance employee satisfaction and retention, ultimately leading to improved service quality and organisational success.
Artificial Intelligence in HR: A Review of Its Applications and Benefits
Artificial Intelligence (AI) is increasingly transforming Human Resource Management by automating processes, enabling predictive analytics, and supporting data-driven decision-making. This paper reviews the role of AI across key HRM functions, including recruitment, training, talent management, performance evaluation, and employee engagement. Drawing on recent academic literature and industry reports, the review highlights how AI enhances efficiency, reduces bias, and improves workforce planning and personalised employee experiences. The study emphasises the need for balanced, ethical, and human-centric integration of AI and highlights directions for future empirical research.
Talent Acquisition Effectiveness in the Gig Economy and Remote Work Era: An Empirical Study
The active development of the gig economy and the introduction of remote working has changed the standard approaches to talent acquisition such recently. Flexibility and technology-based models of recruitment are becoming indispensable to the organizations seeking access to global talent base, cut down on operational expenses and enhance the efficiency of their recruitments. Although there has been a lot of conceptual deliberation, scarce empirical studies have been done on the determinants of talent acquisition efficacy in gig and remote work settings. In this research, this gap is solved by investigating the impact of workforce flexibility, access to global talents, and cost-saving, speed in recruiting, and use of HR technology in effectiveness in talent acquisition. The quantitative research design was selected and the primary data was gathered in the form of a structured questionnaire that was distributed to HR professionals and talent acquisition practitioners. One hundred and fifty-four valid responses were put under multiple linear regression analysis. The results show that there is a statistically significant model explaining 91.8 percent of the variance in the effectiveness of talent acquisition. The five independent variables all have a positive and significant effect with cost savings and global talent access being the best predictors. These results indicate how beneficial flexible work and digital technologies are in enhancing the success of the recruiting process. The research helps to fill a gap in current literature as it offers empirical support of the effectiveness of talent acquisition in a gig and remote setting. On the managerial level, the research results will help HR leaders to develop flexible, cost effective and technological enabled recruitment models. The study highlights global integrated and digital transformation as a way to enhance sustainable effectiveness of talent acquisition in the fast-changing work environment.