Exploring sustainable human resource management change in the context of digital banking banking
Human resource management (HRM) function plays a meaningful role in creating a sustainable and productive work environment for organizations. The changing banking environment and altering circumstances are affecting the way human resource function is delivering its services and practices. This shows...
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| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Dorma Journals
2020
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/86596/1/KartinaAbdulLatif2020_ExploringSustainableHumanResourceManagement.pdf http://eprints.utm.my/id/eprint/86596/ |
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| Summary: | Human resource management (HRM) function plays a meaningful role in creating a sustainable and productive work environment for organizations. The changing banking environment and altering circumstances are affecting the way human resource function is delivering its services and practices. This shows a need to explore the way HRM practices can be delivered in a way to affect social and environmental factors at workplace. This paper is to explore recent trends and changes in the strategic practices of the HRM function in a banking institution. The paper provides a case-study investigation based on a qualitative research design. Some in-depth interviews were conducted with HRM practitioners, and document analysis was also done on the context and nature of HRM changes happening in a banking institution. Interview transcripts were coded with the aid of NVivo software using a structured thematic analysis to generate distilled data summaries. Some illustrative extracts were provided to search for meaningful themes and interpret patterns of evidence. The studied banking institution is still in the process of exploring fit-for-purpose people for HRM functions in a way to enable HRM to have sustainable effects on the business. There are three emerging themes of the changing and evolving role of the HRM function: infusion of the function with diverse capabilities, the importance of driving agile working culture, and the emerging focus on employees’ experience using data and technology. The study indicated that HRM function is moving in the right direction; although, more requirements are still to be met. In organizing the HRM function, a cohesive approach is required for conceptualizing, planning and executing a shift in how HRM function shall operate in the future to understand external and internal factors of change with sustainable delivery of HRM practices for impacts on workplace, society, and the wider environment. |
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