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On 18 October 1989, Miami‐based Florida Power and Light Company (FPL), Florida′s largest utility, became the first company outside Japan to win the Deming Prize. Awarded annually the Union of Japanese Scientists and Engineers (and since 1986 outside Japan), the Prize recognises outstanding achievement in quality control management. Based on interviews with company representatives and a review of company documents, an explanation is presented of the implementation of a successful quality improvement programme in a service company. Topics discussed include the basic phases of such a programme – policy deployment, quality improvement teams, and quality in daily work – and a review of such a programme′s foundation elements: customer satisfaction, the plan/do/check/act circle, “management by facts”, and “respect for people”. Based on a literature review of other successful and less‐successful programmes, tentative prescriptions for implementing a successful quality circle and total improvement programme are presented, along with suggestions from FPL′s experience on the pitfalls to avoid.

Bibliometric analysis allows examining a large volume of bibliometric data within an objective perspective. The purpose of this study is to conduct a bibliometric analysis to reveal the current status of human resource management (HRM) studies while exploring research trends and future directions.

Web of Science was chosen to identify studies in the field. In total, 1,404 articles were selected for bibliometric analysis. The VOSviewer program was used to analyze and visualize obtained data.

The findings revealed that the most frequently used keywords were job satisfaction, hospitality, tourism, HRM and work engagement. Karatepe and Baum were the most cited authors and Inoue (2011), Felps (2009), Shaw (2011), Gursoy (2008) and Cooper (2006) were the most cited documents in HRM studies in the hospitality and tourism domain.

The study provides some theoretical and practical implications. The study findings can give researchers and practitioners insights into the current position of HRM studies and trend topics. Besides, it can be used as a practical guide for determining potential gaps in the literature.

This study contributes to the literature by bringing HRM studies in the hospitality and tourism fields together and revealing the current position of the inquiry by determining the most cited authors, articles, journals, organizations and collaborations among authors.

Artificial Intelligence (AI) is one of the newest technology that is quickly advancing and can be utilised to improve human resource competence in the age of rapid digital transformation. The present competitive scenario demands accurate data that need to be collected and analysed for organisational growth.

Purpose: The research examines the applications and usage of AI in performance management and further analyses the future of PM from the perspectives of AI.

Methodology: The study is conceptual and relies on secondary data from research papers, publications, HR blogs, survey reports and other sources. Employee performance and attitudes were monitored using digital technologies, big data analytics and AI. The quality of employee performance continues to increase with the integration of AI, enabling predictive analytics to increase employee performance.

Research Implication: In employee performance appraisal, a digital performance management system leads to openness and honesty with time, effort and sincerity. It is based on the performance management system’s practical usefulness.

Theoretical Implication: The study’s findings provide HR managers, academics, IT professionals and practitioners with an understanding of how AI may be used for performance management and its consequences on their operations. In addition, the connection between the HR devolution theory on performance management and AI is discussed.

The students will be able to understand the diversity and inclusivity in the recruitment process and different sources of recruitment from the context of school’s managed by the government (state schools); execute job analysis thereby clearly mentioning objectives and performance metrics for the post of principal in the government (state schools); align the succession planning efforts with the organization’s strategic objectives and long-term vision; and evaluate the role of a leader involving integrity, fairness, transparency and accountability and applying ethical principles in decision-making and actions.

The case study exhibits the dilemma faced by a principal Mrs Veena Gandhi in the year 2020–2022 when manpower shortage was the major challenge being faced by the government-run schools in New Delhi NCR. She inculcated inventiveness and practicality in the teaching of elementary education in Nigam Pratibha Vidyalaya. The school’s philosophy was based on creating a learning environment for students so that they could express them, learn and memorize concepts, and had joyful learning. The school managed 50% of the teaching staff, as most of the teachers were promoted to Sarvodaya Vidyalaya run by the department of education in New Delhi. Whereas other teachers were not recruited for the same position which created a demand and supply gap among teaching staff. Now she was going to be retired in January 2023 and was facing a dilemma about her next successor, who could carry forward the philosophies of value-based teaching. She wanted to have such a successor who could carry forward the legacy of the school, but as the school was government-run and the appointment was seniority-wise complete freedom was not in her hands to choose the next principal. By keeping in mind the constraints of authority and entitlement after retirement, she wanted to have the best person for the job who would understand and implement the art integration in teaching and learning.

The case study further engaged the students of BBA in their HR class in reviewing the recruitment and selection strategies in general and succession planning in particular with class discussion. It also targets teaching job analysis concepts to them. Furthermore, it helps them to understand value-based prepositions from the point of view of leaders and comprehend how decisions impact organizational philosophies and culture.

Teaching notes are available for educators only.

CSS6: Human resource management.

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Case study is applicable for the MBA students.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 7: Management Science.

Since its introduction by Anthony Giddens in the early 1980s, the use of the concept of “agency” as a way to accommodate an irreducible element of voluntarism into sociological explanations has grown exponentially in the literature. In this chapter, we examine the most prominent theoretical justifications for adopting the notion of “agency” as an integral part of such explanations. We distinguish three broad sets of justifications: the meaningfulness/intentionality of social action, the need for “agency” to explain change in social structures, and the link between agency, social accountability, and human dignity. We find that none of these provides a convincing rationale for the analytical utility of agency. This raises the question of what work it actually does perform in the sociological literature.

This study of hospital nurses (n = 154) examined the influence of dimensions of work satisfaction on types of organizational commitment. Significant results were found for the two affective commitment types tested but not for the instrumental type evaluated. The results indicate that satisfaction with professional status was a significant predictor of moral commitment. Dissatisfaction with organizational policies, autonomy, and professional status were significant predictors of alienative commitment. None of the dimensions of work satisfaction were predictors of calculative commitment. The results of this study suggest that understanding how various factors impact the nature and the form of an individual’s organizational commitment is worth the effort. If managers do not know what causes an attitude to take on a particular form, they cannot accurately predict what behavior might follow.

This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance.

The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs.

Hungarian SMEs, in their working relationships, are closer to the “happy family” model of the SME than the “bleak house” model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector.

The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies.

The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy.