Blockchain for HR Data Security (Published)
In today’s digital landscape, organizations face an escalating threat of data breaches and unauthorized access to sensitive information. This vulnerability is particularly pronounced in Human Resources (HR) departments, where vast amounts of personal employee data are stored and managed. This paper delves into the potential of blockchain technology as a formidable solution for bolstering HR data security. By providing a comprehensive examination of blockchain principles, this research elucidates how the decentralized and immutable nature of blockchain can be leveraged to enhance the security of HR data. The paper explores various applications of blockchain within HR, such as secure employee record management, streamlined payroll processes, and verified credentialing. Additionally, it addresses the challenges and considerations associated with implementing blockchain technology in HR systems, including integration with existing infrastructure, scalability issues, and regulatory compliance. Through a detailed analysis, this research underscores the transformative impact blockchain can have on HR data security practices. It emphasizes how blockchain can ensure the confidentiality, integrity, and availability of employee information, thereby fostering a more secure and trustworthy HR environment. Ultimately, this paper aims to provide valuable insights for HR professionals and organizations seeking to safeguard their data against the ever-evolving landscape of cyber threats.
Keywords: Blockchain, HR, Security, data
Human Resource Management in the Post-Pandemic Era, the Case of the United States of America (Published)
The COVID-19 pandemic has had a far-reaching impact on how U.S. employees should be managed, including where and when they work. This study intends to (1) explain the link between the COVID-19 pandemic and human resource management (HRM), (2) discuss HR challenges being impacted by the pandemic, and (3) suggest innovative and creative HR strategies that address those HR challenges in the post-pandemic era. This study argues that American organizations will not return to the pre-pandemic work situation and that the current “new normal” situation requires them to rethink and redefine their HR policies and practices. The implications and directions for future research are also discussed.
Keywords: COVID-19 pandemic, HR, HRM, Impact, U.S., remote work, work-life balance
A framework for assessing the effectiveness of HR metrics and analytics: The case of an American Healthcare Institution (Published)
Although some studies have been conducted on human resource (HR) metrics and analytics, little rigorous research focused on practices and challenges of HR (staffing) metrics and analytics in the healthcare sector. This study, therefore, intends to address this research gap by focusing on practices and challenges of staffing metrics and analytics in the healthcare sector using an American Healthcare Institution (AHCI). This study has the following four objectives: (a) review the literature on HR/staffing metrics and analytics, (b) develop a conceptual framework for assessing the effectiveness of staffing metrics and analytics efforts, (c) assess the practices and challenges of staffing metrics and analytics of AHCI, and (d) discuss the study’s implications and future research directions.
Keywords: HR, Healthcare, Metrics, analytics, recruiting, staffing
Strategy implementation: Influence of HR on M-Commerce Performance in Kenya’s Commercial Banks (Published)
The overall purpose of the study was to establish the strategic role human resources play in influencing the performance of m-commerce performance in Kenya’s commercial banks. The study was based on positivism research philosophy. A positivist approach to research is based on knowledge gained from positive verification of observable experience. The research design used was explanatory which provided the plan for answering question on the human resources in strategy implementation affect performance of M-Commerce in commercial banks in Kenya. The actual population targeted and used was 40 commercial banks in Kenya because the banks were accessible. The units of analysis for the study comprised of five managers from different management levels and departments from each of the 40 commercial banks in Kenya. Questionnaires were used for data collection. The collected data was analyzed using inferential and descriptive statistics.The study findings were that there was no relationship between HR and m-commerce performance. The influence of HR on m-commerce performance was negative and statistically insignificant. The study findings indicated insignificant relationship between HR and m-commerce performance and this would mean that the resources in the banking industry are no longer rare, inimitable or not able to be substituted. Most of the resources are common to all banks, and therefore the study concludes HR on its own does not support m-commerce performance. The path coefficient was negative and insignificant at -0.042 level, t-value of 0.478, p-value =0.633.The study informs commercial banks in Kenya, Central Bank of Kenya, and the scholars the importance of improvement in specialized skilled staff to manage strategy implementation, motivation and staff retention strategies would be key in ensuring successful strategy implementation and retention.
Keywords: HR, Human Resources, Kenya’s Commercial Banks., Strategy Implementation, m-commerce performance