CIHRM Annotated: HR Policy Project 1
Contemporary Issues in HR Management: HR Policy Project
School of Business Administration, Liberty University
Author Note
Annotated Bibliography
Bhoir, M., & Sinha, V. (2024). Employee well-being human resource practices: A systematic
literature review and directions for future research. Future Business Journal, 10(1), 95-
18.
https://doi.org/10.1186/s43093-024-00382-w
CIHRM Annotated: HR Policy Project 2
This research article aims to review and determine the effectiveness of mediation as a
successful human resource (HR) practice in addressing workplace bullying. Bullying mediation
allows a third party to intervene after internal management and HR partners have attempted to
resolve the conflict without achieving the employer’s desired results. After reviewing the
available literature, researchers Bhoir and Sinha noted that mediation is commonly used for
other types of workplace conflicts, with positive results, since the parties must voluntarily agree
to reach an agreeable outcome.
Bhoir and Sinha recruited practicing workplace mediators via convenience and snowball
sampling, resulting in 25 participants. The thematic analysis identified four significant
characteristics that influenced the success of mediation in the context of bullying experiences.
Those characteristics are the parties’ emotional stability, power imbalances, differing insights
and interpretations, and the impact of the organization’s context. The research identified two
additional themes. The fifth theme was mediation as a tool, along with other interventions
against bullying. The final theme was the timeliness of the mediation intervention. The
researchers identified the effectiveness of early intervention in resolving workplace bullying
incidents.
Chen, S., Liu, W., Zhang, G., & Wang, H. (2022). Ethical human resource management mitigates
the positive association between illegitimate tasks and employee unethical behaviour.
Business Ethics, the Environment & Responsibility., 31(2), 524–535.
https://doi.org/10.1111/beer.12411
This article examines Social Cognitive Theory and Social Information Processing Theory
as they relate to unethical behaviors in the work environment. Chen et al. acknowledge that the
perception of ethical human resource management (HRM) is a critical factor in mitigating
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unethical behavior. Researchers surveyed 450 Chinese state-owned transportation employees
and received 301 responses regarding the employees' perceived illegitimate activities and
ethical HRM programs, in addition to their demographics. Chen et al. surveyed those
respondents regarding the employees’ moral disengagement and their supervisors regarding
the supervisors’ perceptions and demographics. The research further develops the relationship
between ethical behaviors and mechanisms and boundary conditions of illegitimate actions.
It appears that illegitimate activities may encourage employees to disengage morally.
Moral disengagement is a psychological process that enables individuals to justify unethical
behavior by separating their personal moral standards from their behaviors. The research also
identifies a decrease in moral disengagement when employees perceive that their workplace
utilizes ethical HRM practices.
Lathabhavan, R. (2024). Mental well-being through HR analytics: Investigating an employee
supportive framework. Personnel Review, (53)5, 1110-1128. https://doi.org/10.1108/pr-
11-2022-0836.
This article examines the benefits and mechanisms of human resource analytics (HRA),
mental health-related organizational evidence-based management (OEBM), and mental health
support systems to improve employees’ overall mental health, thus improving organizational
outcomes. To make timely and effective organizational outcomes-related decisions, companies
utilize evidence-based management, informed by HR analytics. HRA is the usage of data such as
performance predictions, turnover rates, and absenteeism tracking. Prior to this research, a gap
existed in the literature regarding the utilization of HRA and EBM to affect employee mental
wellness positively.
CIHRM Annotated: HR Policy Project 4
Using a Resource-Based View (RBV, Lathabhavan determined a positive association
between human resource analytics (HRA), mental health-related organizational evidence-based
management (OEBM), and mental health support systems to improve employees’ overall
mental health. Companies may utilize advanced technology, such as online mental health
wellness programs and online support, as a part of their mental health support system. Other
components of a mental health support system may include an inclusive work culture, a
supportive work team, and on-site mental health services or access.
Lempp, F., Blackwood, K., & Gordon, M. (2020). Exploring the efficacy of mediation in cases of
workplace bullying. The International Journal of Conflict Management, 31(5), 665-
685. https://doi.org/10.1108/IJCMA-09-2019-0145
If companies cannot resolve conflicts internally, they often hire third-party, independent
mediators to address employment and workplace disputes. Mediation is a conflict resolution
process focused on facilitating all parties towards an agreed-upon fair and equitable future
outcome. Lempp et al. examine the effectiveness of workplace mediation in addressing
workplace bullying specifically. They collected data from 25 practicing mediators and identified
four key factors that influence the success of mediation in bullying incidents. These key factors
include the parties’ emotional stability, unequal power dynamics, differing insights and
interpretations, and the systemic organizational context.
The researchers also determined that workplace mediation outcomes improved with the
usage of early, low-level interventions. This is especially true in cased of bullying. Successful
mediators recommend that organizations implement an internal and informal mediation
process. This practice will effectively and efficiently address conflicts before they escalate into a
more complex and systemic problem. Additionally, the research recommends using mediation
CIHRM Annotated: HR Policy Project 5
as a “tool” in a comprehensive conflict management process “toolbox” to address bullying
cases. Workplace bullying cases are complex, involving many variables and permutations.
Therefore, successful mediators must individualize the mediation process and strategies to each
incident and the involved parties.
Maroga, R., Schultz, C., & Smit, P. (2024). Succession planning mediates self-leadership and
turnover intention in a state-owned enterprise. SA Journal of Human Resource
Management, 22(1), 1-13. https://doi.org/10.4102/sajhrm.v22i0.2304
This article examines the mediating relationship between succession planning and
selfleadership, as well as turnover intentions, in the South African state-owned infrastructure
businesses. Succession planning is an organization’s intentional and structured initiative to
ensure leadership stability during transitions, protect intellectual talent, and ensure continued
employee engagement and development. By aligning one’s thoughts, feelings, and actions with
organizational goals, self-leadership allows for professional growth. Successful self-leadership
requires self-managing teams and inspiring leadership. It also requires individuals to engage in
self-exploration, self-awareness, self-control, and commit to self-growth. Turnover intention is
an employee’s firm and deliberate intention to leave an organization.
Using a quantitative research approach and a cross-sectional survey, Maroga et al. noted
that self-leadership was a marginal predictor of employee turnover intention when excluding
succession planning. However, they identified that the addition of succession planning was a
significant mediating factor in reducing the rate of employees’ turnover intentions.
Organizations have increased employee retention rates by utilizing effective succession planning
and providing self-leadership support, resulting in clearly defined career pathways and
leadership development support.
CIHRM Annotated: HR Policy Project 6
Mehreen, A., & Ali, Z. (2022). Industrial and Commercial Training, 54(3), 528-543. The interplay
between employee development factors and succession planning in predicting employee
performance: Evidence from retail banks. https://doi.org/10.1108/ICT-10-
2021-0072
To accurately predict employee performance, especially in retail banking, researchers
Mehreen and Ali employed the time-lag method to collect data from 239 participants in order
to determine the mediating relationship between factors of employee development and
succession planning. Employee development factors increase an organization’s human capital
and improve its competitive advantage in the modern global marketplace. Companies require
human capital to meet their long-term organizational goal. The research also acknowledges that
proactive succession planning positively mediates the relationship between employee
development factors and performance. It is also a crucial strategy for developing and retaining
human capital. This strategy creates a “leadership pipeline,” ensuring a seamless leadership
transition with limited disruptions to a company’s operations.
Notably, researchers acknowledged that certain critical employee development factors,
especially new employee orientation, training, and development opportunities, have a
significant positive impact on employee performance. For example, new employee orientations
welcome individuals to the company and familiarize them with the organization’s culture,
structure, procedures, and expectations. This development factor supports employees in
developing their human potential capacity.
Sopow, E. (2020). Aligning workplace wellness with global change: An integrated model.
Journal of Organizational Change Management, 33(5), 909-923.
https://doi.org/10.1108/JOCM-11-2019-0334
CIHRM Annotated: HR Policy Project 7
The author, Eli Sopow, developed a dynamic change management model that focuses on
continuously aligning a business’s established internal environmental factors with its fluctuating
external environmental factors. Internal factors include organizational culture, values, structure,
systems, and employee wellness. Meanwhile, the external environment encompasses less
controllable factors, such as climate change, market competitors, global supply chains,
sociopolitical policies, and technological advancements.
This research article examines the impact of using an integrated ecosystem model to
continually integrate and align employee wellness and engagement with the organization’s two
business environments. The researcher reviewed the Royal Canadian Mounted Police (RCMP)
and Kent Correctional Officer surveys as primary data sources, along with the 2018 Public
Service Employee Survey of Canada (PSES) as the secondary data source. The evidence indicates
a statistically significant correlation between a business’s organizational success and employee
wellness and job performance. This requires the company to align its internal organizational
factors with rapidly changing global external environmental factors. This strategy has a direct
impact on a business’s organizational performance, strengthens societal relationships, and
improves the overall human condition. The study concludes that business leaders must foster
adaptive, human-centered, strategic, and socially responsible business practices that prioritize
employee well-being.
The underlying power of succession planning to catalyze employee performance. (2020).
Human
Resource Management International Digest, 28(6), 13-15.
https://doi.org/10.1108/HRMID-05-2020-0113
An independent writer authored this peer-reviewed research article, focusing on the
relationship between succession planning and employee performance. The researcher identifies
CIHRM Annotated: HR Policy Project 8
the importance of proactive succession planning, which involves the comprehensive
identification, training, and development of skilled employees for advancement, particularly in
leadership positions. Proactive succession planning significantly improves an organization’s
employee engagement and provides access to valuable job resources, including increased
autonomy, feedback, and supervisory support. This helps prevent burnout, ensures a seamless
leadership transition, and improves employee motivation, retention, and job performance.
This briefing also examines the Job Demand—Resources (JD-R) Model, as well as Training
and Development programs, as key mechanisms for succession planning. The JD-R model
provides a framework for understanding employee well-being and job performance. It is a dual-
process model that includes a stress process, which measures the stress created by work
demands on employees, in relation to burnout, as well as an employee motivation process.
Van, H., Linh, P., Nhung, N., & Cuong, V. (2023). Linking ethical leadership to employee
creative performance: The role of leader-member exchange and work engagement.
International Journal of Professional Business Review, 8(8), e03046-20.
https://doi.org/10.26668/businessreview/2023.v8i8.3046
This article examines the relationship among ethical leadership, Leader-Member
Exchange (LMX), creative performance, and work engagement, which is the employees’ active
involvement and commitment to their job roles. Meanwhile, LMX identifies the quality of the
leader-employee relationship. Researchers surveyed 465 Vietnamese service industry
employees regarding three primary factors: ethical leadership, leadership exchange, and work
engagement and creative performance. Using the Social Exchange Theory and Componential
Theory of Creativity, Van et al. identified a link between ethical leadership with job satisfaction
and work engagement.
CIHRM Annotated: HR Policy Project 9
A leader who demonstrates ethical leadership skills, including mutual respect, fairness,
accountability, honesty, and integrity. These skills will result in a high LMX score. Van et al.
determined a close relationship and high influence of ethical leadership on LMX and work
engagement. They also identified that ethical leadership appears to have an indirect effect on
employee creative performance. This occurs because high LMX scores and work engagement
result in improved creative performance.
Vicente Pascual, J., & Paradinas Márquez, M. (2024). Key factors of labour relations and conflict
management for the generation of employee engagement. the case of hotel
organisations. International Entrepreneurship and Management Journal, 20(4), 2541-
2565. https://doi.org/10.1007/s11365-023-00919-5
This article analyzes and identifies eleven critical key factors related to conflict and labor
relations management that affect employee engagement and commitment, especially in the
hotel sector of tourism-related companies. Key factors, such as work-life balance, fair
compensation, non-monetary rewards, professional development opportunities, and timely and
effective communication, significantly affect employee retention, job satisfaction, and maximize
a company’s human potential. Vicente Pascual and Paradinas Márquez state that these factors
are crucial for improved employee commitment, engagement, and brand loyalty to the
organization.
Notably, the study delineates the difference between conflict resolution and management.
The researchers identified the benefits of a holistic conflict management and resolution model.
The validated model focuses on conflict management rather than resolution, since not all
conflicts are entirely resolvable. Research results suggest that organizations, such as hotels, may
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benefit significantly by acknowledging the importance of human potential and providing their
employees with an employee-centered work environment, which in turn improves financial
outcomes. By understanding the relationship between committed and engaged employees and
the external customer experience, organizations create consumer loyalty by providing excellent
customer service and delivering a high-quality customer experience, resulting in brand loyalty.
