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Administrative Sciences
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HRM and Employee Performance Improvement: Strategies for Employee Development in...
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HRM and Employee Performance Improvement: Strategies for Employee Development in a Constantly Changing Workplace

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 30 June 2025 | Viewed by 4006

Special Issue Editor

Dr. Kleanthis K. Katsaros

E-Mail Website
Guest Editor
Assistant Professor of Organizational Behaviour, Department of Food Science & Technology, University of Patras, 30100 Rio, Greece
Interests: HRM; change management; change leadership; OB

Special Issue Information

Dear Colleagues,

Organizations today try to adapt to the increased uncertainty/ambiguity provoked by the unique changes in their business environment (Katsaros, 2024). Within this changing context, on the one hand, researchers note that employees’ performance is significantly influenced by human resource management (HRM) practices (e.g., Leroy et al., 2018). On the other hand, they strongly suggest that the process of developing, empowering, and engaging a talented workforce to achieve the organizational goals/objectives should be the ultimate aim of HRM (e.g., Coun et al., 2021).

However, organizations frequently fail to produce strategies for employee development and performance improvement in this constantly changing world (Kotter et al., 2021). Thus, providing them with suggestions/recommendations for creating positive working environments where employees may become the best version of themselves and, as a result, increase their performance (task, adaptive, and proactive performance; Griffin et al., 2007) is imperative.

The aim of this Special Issue is to address the role of HRM in employees’ development and performance improvement during changing times. Moreover, the issue is aimed at addressing:

  • The general trends in research and practice of employee development and employee performance.
  • The role and importance of the human factor during organizational changes.
  • The context and nature of HRM policies and practices in organizations.
  • The various antecedents and consequences of employee development and employee performance at the individual, group, and organizational level.
  • The systemic, structural, organizational, institutional, cultural, and societal obstacles related to HRM in diverse organizational settings and workplaces.

In addition to these proposed topics, we encourage other topics that review and question the existing research and practice of HRM in constantly changing work settings. Both review and research papers using various methodological approaches are welcomed.  

Please feel free to contact the Guest Editor ([email protected]) if you have any questions.

We look forward to your valuable contributions and submissions on this vital subject.

Dr. Kleanthis K. Katsaros
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • HRM
  • employee performance
  • employee development
  • change management
  • well-being
  • talent management
  • work engagement

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Published Papers (2 papers)

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Research

24 pages, 1816 KiB  
Article
Factors Motivating Generation Z in the Workplace: Managerial Challenges and Insights
by Camelia Surugiu, Marius-Răzvan Surugiu, Cătălin Grădinaru and Ana-Maria Grigore
Adm. Sci. 2025, 15(1), 29; https://doi.org/10.3390/admsci15010029 - 16 Jan 2025
Viewed by 1137
Abstract
The paper aims to identify the powerful forces of Generation Z’s (Gen Z) work motivations, considering four key drivers: recognition, appreciation, well-being, and skills. Four hypotheses were developed, and Gen Z-triggering motivational factors at work were analyzed using a survey approach. Using the [...] Read more.
The paper aims to identify the powerful forces of Generation Z’s (Gen Z) work motivations, considering four key drivers: recognition, appreciation, well-being, and skills. Four hypotheses were developed, and Gen Z-triggering motivational factors at work were analyzed using a survey approach. Using the collected data, a logistic regression model was constructed to investigate the effects on work motivation. An in-depth interview of managers from different companies was applied to identify Gen Z’s perceptions about the workplace. All four predictors proved to influence work motivation significantly. According to the answers of Gen Z’s members, wage is the primary motivator for them to increase work efficiency, with other financial and non-financial factors being less significant. Gen Z is generally not teamwork-oriented and prefers working alone to demonstrate their abilities and achieve greater efficiency. Gen Z switches jobs frequently and shows low loyalty to organizations, often prioritizing personal preferences over long-term commitment. This study explores Romanian Gen Z-triggering motivational factors and shows the motivators for increasing work efficiency. It provides unique insights into a less teamwork-oriented, low loyalty to organizations segment, filling a literature gap and offering business recommendations for connecting with this generation. Full article
(This article belongs to the Special Issue HRM and Employee Performance Improvement: Strategies for Employee Development in a Constantly Changing Workplace)
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24 pages, 296 KiB  
Article
Sustainability Orientation of Generation Z and Its Role in Their Choice of Employer—A Comparative Qualitative Inquiry of India and United States
by Debashish Sengupta, Manisha Mathews, Lasondrick Bridges, Roshan D’Costa and Bettina Lynda Bastian
Adm. Sci. 2024, 14(10), 249; https://doi.org/10.3390/admsci14100249 - 8 Oct 2024
Viewed by 2466
Abstract
This article critically analyses and compares the sustainability orientation of Generation Z in India and the United States and examines its role in their employer selection, using the Theory of Planned Behaviour. Our qualitative study employs the Narrative Inquiry method and includes 30 [...] Read more.
This article critically analyses and compares the sustainability orientation of Generation Z in India and the United States and examines its role in their employer selection, using the Theory of Planned Behaviour. Our qualitative study employs the Narrative Inquiry method and includes 30 participants—15 from India and 15 from the United States—aged between 19 and 26 years, who are either currently employed or preparing to enter the workforce within the next few years. Data were collected through in-depth interviews. The findings of our research show that subjective norms and contextual realities can play a significant role in shaping Generation Z’s personal attitudes towards sustainability and their perceived behavioural control in making important life decisions, such as choosing an employer. These findings contribute significantly to the literature on Generation Z’s sustainability orientation and bear important implications for the higher education sector and employers. Full article
(This article belongs to the Special Issue HRM and Employee Performance Improvement: Strategies for Employee Development in a Constantly Changing Workplace)
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