This book discuss the following potential trends and innovations that could shape the future of HRM: Data-Driven Decision Making: The use of data analytics and artificial intelligence in HRM is expected to continue growing. Remote Work and Hybrid Models: The COVID-19 pandemic accelerated the adoption of remote work. Skills Development and Lifelong Learning: Continuous learning and upskilling are becoming essential due to the rapid pace of technological advancements. Artificial Intelligence (AI) in Recruitment: AI can streamline and improve the recruitment process by automating tasks like resume screening, candidate sourcing, and initial interviews. Gig Economy and Contingent Workforce Management: As the gig economy expands, HRM will need to adapt to manage both traditional employees and contingent workers effectively, ensuring fairness and compliance. Diversity, Equity, and Inclusion (DEI): DEI initiatives are gaining prominence as organizations recognize the importance of creating inclusive workplaces. Employee Experience (EX): HRM is shifting towards focusing on enhancing the overall employee experience.

The authors of this text review the most current thinking on HR initiatives associated with current organisational performance and investigate how the field will need to mobilise in new ways to meet the demands of the future.

Human Resource Management, Innovation and Performance investigates the relationship between HRM, innovation and performance. Taking a multi-level perspective the book reflects critically on contentious themes such as high performance work systems, organizational design options, cross-boundary working, leadership styles and learning at work.

The world has undergone far reaching cultural, societal and economical changes based on the increasing dominance of digital technologies. In sum, these changes have led to the current period being characterized as the "digital age". In line with these changes, digital technologies play an increasingly prominent role in both the lives of employees and Human Resource Management (HRM), which seems to be affected in multiple ways. This special issue focuses on the impact of these changes on HRM, in relation to changes to the workforce, to HRM in general and more specifically to the use of technolo.

This book provides a multi-stakeholder perspective on sustainable HRM for the policymakers, managers and academics, addressing issues, approaches, research studies/frameworks and emerging patterns relating to the subject. It discusses various aspects of sustainability, such as making HR more responsible for ensuring sustainability focusing on the triple bottom line, characteristics of sustainable HRM, psychological contracts, emotional intelligence, and psychological capital. The book also explores organizational citizenship behavior, employment relations, employee engagement, sustainable leadership, disruptive HR practices, sustaining employee motivation, educational sustainability, sustainable career management, sustainable environment, employer and employee branding, sustainable organizations, organization culture, training for sustainability, sustainable employee performance, business sustainability and sustainable employability. It provides an update on the concept, processes, issues and emerging paradigms from multidimensional and cross-country perspectives to showcase sustainable HR practices, and appeals to the academics, practitioners and policymakers in the area of HRM.