Narrow Results

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.

Artificial intelligence is a tool used by human intelligence and technology to improve various fields’ performance. In the simplest sense, AI is a branch of intelligence involved in constructing intelligent machines that can be used for work that usually requires human understanding. Human resources management plays a vital role in the company’s management and generally encompasses people and their behaviour. HR policies are a set of guidelines for the organisation’s management of its staff. Today, HR managers must examine the skills and talents required by employee artificial intelligence in different departments. The problem identified here is that human limitations, such as biases, preconceptions, and time restrictions, can prevent an HRM process’s effectiveness. This is a problem because it can lead an organisation to lose its job and monetary value candidates. The chapter discusses artificial intelligence’s influence on job/work and HRM where we are focusing mostly on small manufacturing units.