International Journal of Innovation and Economic Development
Volume 9, Issue 3, August 2023, Pages 25-34
SciVal Insights on HR Management: Analyzing Key Trends and High-Performance Work Systems and Personnel, and Human Resource (HR) Practice
DOI: 10.18775/ijied.1849-7551-7020.2015.93.2002
URL: https://doi.org/10.18775/ijied.1849-7551-7020.2015.93.2002
Umida Tillabaeva, Shakhnoza Umarova, Talipova Nigora, Anora GulyamovaInternational Economics and Business department, Plekhanov Russian University of Economics Tashkent Branch, Tashkent, Uzbekistan
Abstract: From 2013 to 2022, this document provides an examination of the academic progression in High-Performance Work Systems (HPWS), Personnel, and Human Resource (HR) Practice. The system exploited SciVal to determine the cluster, then analyzed to get understanding into the top academic outputs related to the authors, publications, nations, as well the universities. The research, has a scholarly output of 3,385 papers, demonstrates the large themes received within the academic profession. This domain’s publications have a field-weighted citation impact of 1.25, suggesting a 25% higher citation rate than the world average, show their significant power in the academic area. The current study’s key findings show a high level of international collaboration, contribution to the worldwide applicability of HR practices. The findings, as evidenced by 52,209 citations and over 203,594 views, illustrate the body of work’s importance and extensive group discussion. With a topic prominence percentile of 99.357, this field is at the front end of academic study, indicating its critical participation in ongoing HR discussions and progression. Added more the study show a shift in focus within human resource management, with classic notions complemented by emerging themes such as ‘Employee Performance’ and ‘Employee Well-being, which have witnessed an exponential function increase in scholarly production. This indicates a shift towards employee-centric approaches to recognize the direct influence of employee well-being towards performance.
Keywords: SciVal analysis, Scientometrics, High-Performance Work Systems (HPWS), Personnel Management, Human Resource Practice
1. Introduction
In a progressively volatile world due to economic instability, pandemic impacts on business (Obrenovic, et al., 2020), workforce (Godinić, et al., 2020) and armed conflicts (Obrenovic et al., 2023) reliance on the factors that are within company control has become a central point of research of many studies. Employees are a business’s most precious asset(Gu et al., 2023), facing health and economic concerns (Godinić, et al., 2020). Their efforts frequently result in favorable outcomes in terms of operational performance and overall company success (Arifin et al., 2019). As a result, businesses must manage their employees and human resources effectively (Carbery et al., 2018). They can achieve the intended result by placing individuals in the appropriate locations and defining specialized responsibilities. Effective management may impact a company’s performance (Milojevi et al., 2021). This analysis frequently entails preparing people for technical responsibilities. Therefore, practical personnel training and well-developed management methods are required (Toni et al., 2018). Aligning people with jobs matching their abilities, experiences, and strengths ensures that the organization’s human capital is deployed strategically to fulfill its goals (Wolfson et al., 2021; Gu et al., 2023). Effective human resource management in the future will entail not just placing workers in appropriate jobs but also offering chances for ongoing learning and growth (DeCenzo et al., 2016; Du Plessis et al., 2015). This study allows people to improve their abilities, stay relevant, and contribute to the organization more effectively.
Human resources, sourcing suitable people, and their growth have received much attention in the management literature (Suprapto et al., 2022; Machado et al., 2018; Opatha, 2020). Numerous studies were conducted to investigate factors such as personality (Boon, 2012), attitude (An et al., 2023), specific socioeconomic circumstances (Pandey et al., 2019; Gu et al., 2023), and other individual factors (Pu et al., 2018), and how they influence job performance (Jiang et al., 2012; Albrecht et al., 2015 ). It is also critical to provide a broad overview of human resources and development and its consequences for organizational success.
However, studies that identify the present condition of the scientific area of human resources, employee training, selection, and development, as well as particular job performance and corporate results, still need to be included. To address this, we employ the analytical tool Scrivl to examine the specific themes addressed in this subject thoroughly. This study aids in identifying topics and clusters, as well as keywords, and offers information on the most prolific universities, scientists, and journals that publish the most work. This approach is essential since it opens up new avenues of investigation within this discipline and lays the groundwork for additional specialized model and theme investigation.
2. Methodology
In current study, we used SciVal, an advanced research tool, to report the scholarly environment in “High-Performance Work Systems; Personnel; HR Practice” from 2013 to 2022. SciVal, known for its strong data processing and logical skills, permit us to dig into the huge database of academic papers. That also offering a detailed orientation of research direction, cooperation system, citation impacts, and institutionalized contributions in this domain. Our investigation starts with identifying 3,385 written document on this topic, point the enormous involvement that is received within the scholarly community. Because of the large academic output, SciVal was used to quickly sift through and examine the data. The tool’s innovative metrics discovered the field-weighted citation impact of these papers, which was 1.25. This statistic point that research in this field has garnered 25% more citations than the worldwide average for similar publications, meaning that their share had a greater-than-average influence within the academic realm. Furthermore, SciVal permitted a thorough rating of research performance, permitting us to identify significant academics, institutions, and processing direction in the area. This level of analysis was critical for comprehending the powerful result and development of research themes across the decade. SciVal is a strategic way, required to provide a multidimensional picture of the academic viewpoint, increasing our perceptive of HR practices’ mechanics and overall consequence in organizational contexts.
3. Results
This theme’s study is distinguished by a high level of international collaboration, with 923 examples documented. This type of cross-border collaboration is frequently a characteristic of significant research and coincides with the global nature of human resource practices and systems. The popularity of the body is reflected in the number of views, which has reached 203,594, demonstrating that the findings are widely disseminated and often accessible.
Furthermore, the citation count is impressive at 52,209, underscoring that the discourse created within this sector is crucial to academics and practitioners. The topic prominence percentile of 99.357 is the most informative of this study area’s position. This outstanding score places the issue at the pinnacle of scholarly research, suggesting that the field is not only of current academic interest but also crucial to continuing discussions and advancements in human resource management.
To summarise, the Scopus dataset reveals that “High-Performance Work Systems; Personnel; HR Practice” is not only a vibrant and impactful area of research, but it also holds a central place in contemporary scholarly discourse, characterized by significant international collaboration and a high level of engagement within the academic community.
“Human Resource Management” appeared as the primary key term, with a maximum relevance score of 1.00 and a scholarly production growth of 186.7%. This study emphasizes the concept’s critical importance in influencing the field’s discourse. Surprisingly, “High-Performance Work Systems” also gained momentum, with a relevance score of 0.56 and a significant 257.9% increase in academic output, showing the growing emphasis on optimizing organizational performance through strategic HR practices.
Key terms including “Workforce,” “Personnel,” and “Human Resource Practices” have relevance ratings above 0.4, with academic production growth percentages surpassing 250%, indicating their importance in the human resource management subject”Organisational Performance” and “Strategic Human Resource Management,” with relevance ratings of 0.32 and 0.28, reflect a strategic shift in HR talks towards aligning human resources with overall corporate strategy.
Intriguingly, “Employee Performance” and “Employee Well-being” emerged as significant themes, with 1,500% and 1,700% increases in academic production, respectively. These numbers highlight the paradigm shift towards employee-centric models that acknowledge the direct influence of employee welfare on performance outcomes.
While conventional HR principles remain basic, the study demonstrates a noteworthy movement towards incorporating employee well-being and performance indicators into organizations’ larger strategic objectives. The keyword “Innovation,” which increased output by 333.3%, coupled with “Organisational Commitment” and “Workplace,” both of which increased significantly, highlights the dynamic interplay between HR practices and inventive, committed work cultures.
Table 1: Keyphrase output analysis
| Keyphrase | Relevance (max value = 1.00) | Scholarly output (growth %, over the period 2013-2022) |
| Human Resource Management | 1 | 186.7 |
| High-Performance Work Systems | 0.56 | 257.9 |
| Human Resource Management Practices | 0.44 | 154.5 |
| Workforce | 0.43 | 259 |
| Personnel | 0.41 | 265.3 |
| Human Resource Practices | 0.37 | 261.1 |
| Organizational Performance | 0.32 | 85.7 |
| Strategic Human Resource Management | 0.28 | 54.2 |
| HR Practices | 0.24 | 45.5 |
| Human Capital | 0.21 | 263.6 |
| HRM Practices | 0.21 | 42.9 |
| Firm Performance | 0.18 | 5.6 |
| Line Managers | 0.18 | 86.7 |
| Firm | 0.14 | 77.3 |
| High-performance Work Practices | 0.14 | 150 |
| Employee Performance | 0.13 | 1,500.00 |
| Organizations | 0.13 | 166.1 |
| Commitment | 0.13 | 150 |
| Innovation | 0.12 | 333.3 |
| Job Satisfaction | 0.12 | 75 |
| Employee Well-being | 0.1 | 1,700.00 |
| Competency | 0.1 | 675 |
| Well-being | 0.1 | 1,466.70 |
| Work Engagement | 0.1 | 100 |
| Organizational Commitment | 0.09 | 116.7 |
| Human Resource Management Systems | 0.09 | 75 |
| Organisational Culture | 0.09 | 466.7 |
| Managers | 0.09 | 225 |
| Small and Medium-sized Enterprises (SMEs) | 0.09 | – |
| Staff Development | 0.08 | 116.7 |
| Hospitality Industry | 0.08 | 100 |
| Psychological Practice | 0.08 | 114.3 |
| Workplace | 0.07 | 520 |
| Employee Perceptions | 0.07 | 35.7 |
| Strategic HRM | 0.07 | 1,400.00 |
| Industry | 0.07 | 281.8 |
| Public Sector | 0.07 | 183.3 |
| Perspective | 0.07 | 184.2 |
| Job Performance | 0.07 | 360 |
| Hotels | 0.06 | 83.3 |
| India | 0.06 | 320 |
| Sustainable | 0.06 | – |
| Natural Resource Management | 0.06 | – |
| Competitive Advantage | 0.06 | 118.2 |
| High Performance | 0.06 | 187.5 |
| Innovation Performance | 0.06 | 600 |
| Organizational Citizenship | 0.06 | 300 |
| Human Resource Management Research | 0.06 | 120 |
| Involvement | 0.06 | 57.1 |
| Performance Management | 0.06 | 360 |
Figure 1: Keyphrase visual map
This data presents a vivid picture of a growing subject in which classic and innovative HR concepts coexist to fuel academic research and practical developments. The emphasis on human capital in performance, culture, and innovation emphasizes the rising complexity and strategic relevance of human capital management in modern organizations. A dataset examines the academic Output on High-Performance Work Systems, Personnel, and HR Practice from 2013 to 2022, revealing the top five producing universities and demonstrating a broad and dynamic field of study. Griffith University Queensland led the cohort with 56 publications, indicating its robust research concentration in the HR sector. Following closely after, the University of New South Wales generated 51 articles, demonstrating a considerable increase in intellectual production, especially in the latter three years of the dataset. Tilburg University made a promising start and maintained a consistent presence in the literature throughout the decade, with 48 publications. Monash University and Dublin City University were also prominent in the dataset, with 47 and 43 publications, respectively, indicating a competitive and lively academic environment that supports research in human resource practices.
In addition to institutional contributions, a national-level study of the data revealed the United States and the United Kingdom as frontrunners, with the United States narrowly ahead with 461 publications to the United Kingdom’s 454. China, Australia, and India followed, with China showing a significant increase in 2022, indicating a growing research interest and capacity in the region.
Table 2: Journal outputs
| Journals | 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | Total |
| International Journal of Human Resource Management | 26 | 17 | 9 | 13 | 16 | 21 | 10 | 13 | 26 | 27 | 178 |
| Human Resource Management Journal | 6 | 8 | 9 | 12 | 14 | 6 | 11 | 13 | 20 | 16 | 115 |
| Human Resource Management | 13 | 10 | 12 | 11 | 10 | 16 | 6 | 8 | 7 | 6 | 99 |
| Employee Relations | 1 | 1 | 7 | 4 | 4 | 6 | 11 | 14 | 18 | 12 | 78 |
| Personnel Review | 5 | 4 | 4 | 7 | 8 | 3 | 9 | 11 | 8 | 16 | 75 |
Table 3: Individual Scholar Contribution
| Authors | 2013 | 2014 | 2015 | 2016 | 2017 | 2018 | 2019 | 2020 | 2021 | 2022 | Total |
| Budhwar, Pawan S. | 4 | 2 | 3 | 4 | 2 | 5 | 1 | 3 | 3 | 6 | 33 |
| Sanders, Karin J. | 3 | 2 | 0 | 4 | 5 | 1 | 0 | 2 | 7 | 8 | 32 |
| Brewster, Chris J. | 3 | 2 | 4 | 5 | 1 | 3 | 2 | 3 | 2 | 2 | 27 |
| Townsend, Keith | 2 | 2 | 3 | 2 | 1 | 0 | 2 | 5 | 4 | 4 | 25 |
| Cooke, Fang Lee | 0 | 0 | 2 | 0 | 2 | 0 | 2 | 4 | 5 | 6 | 21 |
Individual academic contributions were topped by Pawan S. Budhwar, who had 33 publications, and Karin J. Sanders and Chris J. Brewster, who had substantial influences on the subject and 32 and 27 publications, respectively. Keith Townsend and Fang Lee Cooke’s ongoing research efforts, with 25 and 21 publications, underlie the academic literature’s continuing evolution and complexity of HR practices. Journals play an essential role in research dissemination, and the International Journal of Human Resource Management stood out as the principal channel with 178 articles. Human Resource Management Journal, Human Resource Management, Employee Relations, and Personnel Review contributed 115, 99, 78, and 75 publications to the lively debate, respectively.
4. Discussion and Future Directions
The considerable growth in scholarly production, notably in fields such as “Human Resource Management” and “High-Performance Work Systems,” reflects a shift in HRM’s focus. The evidence points to a shift towards incorporating employee well-being and performance measures into larger strategic goals, demonstrating a developing awareness of HRM’s role in organizational success. This shift towards employee-centric models, which acknowledge the direct influence of employee well-being on performance outcomes, signals a paradigm change in HRM techniques. The 1,500% and 1,700% increases in publications on “Employee Performance” and “Employee Well-being” correspondingly reflect the increased attention on these topics.
The data also shows a significant increase in the importance of “Innovation” and “Organisational Commitment” in HRM conversations. This indicates a growing interaction between HR practices and innovative, dedicated work cultures, indicating a shift towards more dynamic and flexible HRM techniques. Given these developments, future studies should investigate the consequences of incorporating employee well-being into HRM initiatives. Exploring the results of such integrations on both an individual and organizational level would be beneficial. Furthermore, given the rising digitalization of HR processes and the potential for technology to improve HRM efficiency and effectiveness, the involvement of technology, particularly in the context of e-HRM and artificial intelligence, represents a promising field for future research.
Furthermore, the worldwide collaboration in the area demonstrates the significance of cross-cultural studies in HRM. Understanding how diverse cultural environments influence human resource operations’ success might give international corporations significant insights. Finally, the evidence suggests that longitudinal studies are needed to understand the long-term impacts of these developing HRM practices. Research might help us understand how strategic HRM contributes to long-term organizational success and growth.
5. Conclusion
The study’s findings illuminate a dynamic change in human resource management, characterized by an increasing emphasis on employee-centric models and the strategic integration of HR practices into larger organizational goals. The enormous growth in academic production on essential issues, including employee well-being, performance, and innovation, demonstrates a fundamental shift in HRM study and practice. This change reflects a better awareness of the intricate relationship between human resource strategy and organizational effectiveness. As the area evolves, new pathways for study and practice emerge, promising to reshape the landscape of human resource management in a fast-changing global economic world.
References
- Alsharif, H. Z. H., Shu, T., Obrenovic, B., Godinic, D., Alhujailli, A., & Abdullaev, A. M. (2021). Impact of entrepreneurial leadership and bricolage on job security and sustainable economic performance: An empirical study of Croatian companies during COVID-19 pandemic. Sustainability, 13(21), 11958 CrossRef
- Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of organizational effectiveness: People and performance, 2(1), 7-35 CrossRef
- An, H., Gu, X., Obrenovic, B., & Godinic, D. (2023). The Role of Job Insecurity, Social Media Exposure, and Job Stress in Predicting Anxiety Among White-Collar Employees. Psychology Research and Behavior Management, 3303-3318 CrossRef
- Arifin, Z., Nirwanto, N., & Manan, A. (2019). Improving the effect of work satisfaction on job performance through employee engagement. International Journal of Multi-Discipline Science (IJ-MDS), 2(1), 1-9 CrossRef
- Boon, L. K., Fern, Y. S., Sze, C. C., & Yean, O. K. (2012, October). Factors affecting individual job performance. In International Conference on Management, Economics and Finance
- Carbery, R., & Cross, C. (Eds.). (2018). Human resource management. Bloomsbury Publishing
- DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. (2016). Fundamentals of human resource management. John Wiley & Sons
- Du Plessis, A., & Sukumaran, S. (2015). The role of HRM in leadership development, talent retention, knowledge management, and employee engagement.
- Godinic D., & Obrenovic, B. (2020). Effects of economic uncertainty on mental health in the COVID-19 pandemic context: social identity disturbance, job uncertainty and psychological well-being model
- Gu, X., Obrenovic, B., & Fu, W. (2023). Empirical Study on Social Media Exposure and Fear as Drivers of Anxiety and Depression during the COVID-19 Pandemic. Sustainability, 15(6), 5312 CrossRef
- Gu, X., Firdousi, S. F., Obrenovic, B., Afzal, A., Amir, B., & Wu, T. (2023). The influence of green finance availability to retailers on purchase intention: a consumer perspective with the moderating role of consciousness. Environmental Science and Pollution Research, pp. 1-17 CrossRef
- Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294
- Machado, C. (2018). Training and development of human resources: A brief contribution to a better understanding its relevance. Organizational Behaviour and Human Resource Management: A Guide to a Specialized MBA Course, pp. 173-203
- Milojević, I., Jovanović, D., & Matić, I. (2021). Development and education of company managers. Održivi razvoj, 3(1), 35-46 CrossRef
- Obrenovic, B., Obrenovic, S., & Hudaykulov, A. (2015). The value of knowledge sharing: impact of implicit and explicit knowledge sharing on team performance of scientists. International Journal of Management Science and Business Administration, 1(2), 33-52 CrossRef
- Obrenovic, B., Du, J., Godinic, D., Tsoy, D., Khan, M. A. S., & Jakhongirov, I. (2020). Sustaining enterprise operations and productivity during the COVID-19 pandemic:“Enterprise Effectiveness and Sustainability Model”. Sustainability, 12(15), 5981
- Obrenovic, B., Godinic, D., & Njavro, M. (2023). Sustaining company performance during the war-induced crisis using sourcing capability and substitute input. Environment, Development and Sustainability, 1-26
- Opatha, H. H. D. P. J., & Uresha, K. I. (2020). HRM and its impact on employee happiness: An empirical study on Sri Lankan employees. Asian Journal of Social Sciences and Management Studies, 7(2), 114–123. CrossRef
- Pandey, J. (2019). Factors affecting job performance: an integrative review of the literature. Management Research Review, 42(2), 263-289 CrossRef
- Pu, J., Hou, H., Ma, R., & Sang, J. (2017). The effect of psychological capital between work-family conflict and job burnout in Chinese university teachers: Testing for mediation and moderation. Journal of health psychology, 22(14), 1799-1807
- Suprapto, E. (2022). Literature Review Human Resource Management: Strategy, Evaluation, and Development. International Journal of Advanced Multidisciplinary, 1(1), 1-11 CrossRef
- Toni, M., Anguelov, K., & Ferdov, A. (2018, May). Specificity of Training of Employees in High-technological Enterprises. In 2018, the IX National Conference with International Participation (ELECTRONICA), IEEE
- Wolfson, M. A., & Mathieu, J. E. (2021). Deploying human capital resources: Accentuating effects of situational alignment and social capital resources. Academy of Management Journal, 64(2), 435-457 CrossRef
