literature review for human resource management

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Human resource management research in healthcare: a big data bibliometric study

Xiaoping qin.

1 School of Health Policy and Management, Chinese Academy of Medical Sciences and Peking Union Medical College, Beijing, 100730 China

Yu-Ni Huang

2 College of Medical and Health Science, Asia University, Taichung, 41354 Taiwan

Kaiyan Chen

3 Department of Education, Peking Union Medical College Hospital, Chinese Academy of Medical Sciences & Peking Union Medical College, Beijing, 100730 China

4 Department of Innovative Medical Research, Hospital Management Institute, Chinese People’s Liberation Army General Hospital, Beijing, 100853 China

Richard Szewei Wang

5 Affiliation Program of Data Analytics and Business Computing, Stern School of Business, New York University, New York, 10012 United States of America

6 Tsinghua-Berkeley Shenzhen Institute, Tsinghua University, Shenzhen, 518055 China

Bing-Long Wang

Associated data.

All data and materials generated or analysed during this study are included in this published article.

Human resource management (HRM) in healthcare is an important component in relation to the quality and efficiency of healthcare delivery. However, a comprehensive overview is lacking to assess and track the current status and trends of HRM research in healthcare. This study aims to describe the current situation and global trends in HRM research in healthcare as well as to indicate the frontiers and future directions of research. The research methodology is based on bibliometric mapping using scientific visualization software (VOSviewer). The data were collected from the Web of Science(WoS) core citation database. After applying the search criteria, we retrieved 833 publications, which have steadily increased over the last 30 years. In addition, 93 countries and regions have published relevant research. The United States and Australia have made significant contributions in this area. Current research articles focus on topics clustered into performance, hospital/COVID-19, job satisfaction, human resource management, occupational/mental health, and quality of care. The most frequently co-occurring keywords are human resource management, job satisfaction, nurses, hospitals, health services, quality of care, COVID-19, and nursing. There is limited research on compensation management and employee relations management, so the current HRM research field still has not been able to present a complete and systematic roadmap. We propose that our colleagues should consider focusing on these research gaps in the future.

Introduction

Among the many management elements, people are the most dynamic and active element, and they are an important asset in organizations [ 1 ]. The term “human resources” was first coined by the academic Peter F. Drucker in 1954 [ 2 ]. The key function of human resources management (HRM) is to “put the right people in the right jobs at the right time” [ 2 ]. HRM refers to the planned allocation of human resources in accordance with the requirements of organizational development through a series of processes, such as recruitment, training, use, assessment, motivation, and adjustment of employees, to mobilize their motivation, bring into play their potential and create value for the organization [ 1 ]. Ensuring the achievement of the organization’s strategic objectives, HRM activities mainly include human resource strategy formulation, staff recruitment and selection, training and development, performance management, compensation management, staff mobility management, staff relationship management, staff safety and health management, etc. Similarly, modern healthcare management has human resources as the core. The HRM level in hospitals is related to the quality and efficiency of medical services provided by hospitals, which is also the core of internal hospital management and the focus of health macro management [ 3 ].

The World Health Organization (WHO) states that health systems can only work with the help of health workers, and that improving the coverage of health services and realizing the right to the highest standard of health depends on the availability, accessibility, acceptability and quality of health workers [ 4 ]. In response to evolving characteristics in socio-economic development and the human resource market, healthcare system personnel reforms are evident in three key areas: first, decentralization and flexible employment practices grant hospital managers greater decision-making autonomy concerning priorities and access to medical resources. However, they also impose quantitative and functional constraints on physicians' working hours, career planning, and medical payment systems. Second, a focal point is the rational allocation of technical staff to achieve efficiency while controlling labor costs. Finally, hospital organization change and restructuring are prevalent. Many European countries have unionized hospital employees, limiting the ability to establish independent incentives and rewards. In contrast, U.S. hospital employees often do not belong to specific organizations, leading cost control efforts to revolve around adjusting the allocation of technical staff and employee numbers to reduce labor expenses [ 5 – 7 ].

The current global trend in the number of publications on HRM in healthcare is rising. However, there are currently several problems in HRM research. The following issues mainly exist: (1) the expertise and professionalism of HRM managers are limited. (2) Theoretical methods and technical applications are weak. (3) Insufficient regulation of regulations, systems and procedures. (4) Management is mainly at the level of operational work, and functions are too fragmented [ 8 , 9 ]. Although hospitals worldwide generally recognize the importance of HRM, they do not pay sufficient attention to it. The management of human resources is also stuck in the previous understanding that its work is carried out only by transferring positions in hospitals, promoting and reducing the salary of employees and a series of other operations [ 10 ]. Most senior management in hospitals have comprehensive medical knowledge; some are experts in a particular field. Still, they lack expertise in HRM, which makes them work in a transactional way in HRM. There is also currently a general health workforce imbalance in countries worldwide. The lack of well-being of healthcare workers is particularly problematic in foreign healthcare institutions [ 11 ], and to reduce costs, some organizations have reduced staffing levels. In turn, because of lower quality of service, the morale of healthcare providers often suffers. Patient satisfaction may decline [ 12 ]. In the process of data gathering, we found that the literature related to HRM in healthcare is still under-reported and that the research topics are scattered, and there is still a lack of generalization and summary of these literatures [ 13 ]. There is no systematic theoretical support in the current research, which defines the perspective that researchers should take when analyzing and interpreting the data to be collected, leading to biased interpretations of the results, and does not allow other researchers to combine the findings with existing research knowledge and then apply them to practice [ 14 ]. Second, data collection was not rigorous, and the downloading strategy was not appropriate to achieve completeness and accuracy of data. There is also a lack of information and incomplete use of features in the presentation of knowledge maps and visualization results [ 15 ].

Therefore, the aims of this study are the following; first, we provide a new way of viewing the field of healthcare HRM and its associations by examining co-occurrence data. Second, we relate our evolutionary analysis to a comprehensive future research agenda which may generate a new research agenda in healthcare hospital HRM. This review, therefore, focuses on illuminating the research frontiers and future roadmap for healthcare HRM research [ 16 , 17 ].

Materials and methods

This study provides a bibliometric analysis of the HRM research literature in health care over a 30-year period to describe the landscape and trajectory of change in the research field. The methodology used for this overview is based on bibliometric mapping [ 18 , 19 ], a visualization technique that quantitatively displays the landscape and dynamic aspects of the knowledge domain [ 20 ]. Data were collected from the Web of Science (WoS) core citation database. Two Java-based scientific visualization software packages (CiteSpace and VOSviewer), developed by Chaomei Chen and Van Eck and Waltman, were used to analyze the data [ 18 , 21 ].

The data for this study were retrieved from the Web of Science on 28 September 2022. Web of Science was chosen as the search engine, because it is the most widely accepted and commonly used database for analyzing scientific publications [ 22 ]. The keywords “human resource management” and “healthcare organization” were used as search topics. First, to get a complete picture of HRM research, we searched all the literature from 1977 to the date of the search.

Eight hundred thirty-three publications on HRM in healthcare organizations were identified (Fig.  1 ). We excluded publications before 1990, because the two documents before 1990 did not include complete information. In addition, articles, review articles, and early access articles were included in the study. To minimize language bias, we excluded literature published in languages other than English. Each publication in WoS contains detailed information, including the year of publication, author, author’s address, title, abstract, source journal, subject category, references, etc. A detailed description of the contents of the database preceded the bibliographic analysis. For example, some authors presented their names in different spellings when submitting articles, so reviewing and integrating the data in detail was necessary. A total of 718 publications were included and exported to VOSviewer and CiteSpace software to analyze the following topics: global publishing trends, countries, journals, authors, research orientations, institutions, and quality of publications.

Research flow chart of the bibliometric analysis

Introduction to CiteSpace and VOSviewer

VOSviewer is a software tool for building and visualizing bibliometric networks. It was developed by Van Eck and Waltman [ 21 ]. In VOSviewer, metric networks can be visualized and analyzed for factors, including journals, researchers, or individual publications. They can be constructed based on citations, bibliographic couplings, co-citations, or co-authorship relationships [ 21 ].

Global publication trends

Number of global trends.

After applying the search criteria, we retrieved a total of 718 articles. Figure  2 a shows the increase in articles from 1 in 1977 to 108 in 2021. To predict future trends, a linear regression model was used to create a time curve for the number of publications throughout the year, and the model fit curve for the growth trend is shown in Fig.  2 b. The trend in the number of publications fitted the time curve well at R 2  = 0.8802. The R-squared value is a measure of how well the trend line fits. This value reflects the degree of fit between the estimated value of the trend line and the corresponding actual data; the better the fit, the more reliable the trend line is [ 23 , 24 ]. Based on the model’s trends, it is also predicted that the number of articles on HRM in healthcare will increase to approximately 300 by 2030, an almost threefold increase compared to 2021.

a Total number of publications related to HRM research. The bars indicate the number of publications per year. b Model fitting curves of global publication trends. c Top 10 countries of total publications. d Distribution world map of HRM research

Country and regional contributions

Figure  2 c, d shows the number of publications and the world distribution of the top 10 countries in total publication numbers. The USA contributed the most publications (172, 24.2%), followed by Australia (86, 12.0%), the UK (83, 11.6%), and China (78, 10.9%).

Total number of citations

The USA had the highest total number of citations of all included publications (5195) (Table ​ (Table1), 1 ), while the UK ranked second (2661), followed by Australia (1960) and the Netherlands (1271). The detailed rankings and numbers are shown in Fig.  3 a and Table ​ Table1 1 .

Contributions in publications of countries

a Top 10 countries of average citations for each article. b Average number of citations. c Top 10 countries of the H-index

Average citation frequency

Belgium had the highest average number of citations (49.26), followed by the UK (32.06), the USA (30.2), and Canada (27.13), as shown in Fig.  3 b.

Total citations and the h-index reflect the quality of a country’s publications and academic impact[ 25 ]. Figure  3 c shows the ranking of the h-index, where the top country is the USA (h-index = 36), followed by the UK (h-index = 27), Australia (h-index = 23), and Canada (h-index = 22).

Analysis of publications

Table ​ Table2 2 shows the top 10 journals for publications on HRM in healthcare, with 54 articles published in “International Journal of Human Resource Management”, 44 articles published in “BMJ Open”, 30 articles published in “Journal of Nursing Management”, and 24 articles in “BMC Health Services Research”.

Top 10 journals of publications related to HRM research

Table ​ Table3 3 shows the top 10 most published authors with 96 articles/reviews in the last decade, representing 13.4% of all literature in the field. Timothy Bartram from Australia has published 19 papers, followed by Sandra Leggat from Australia, Stanton P from the USA, and Townsend K from the UK with 13, 11, and 10 papers, respectively. All researchers listed as authors were included in this term for analysis, regardless of their relative contribution to the study. Notably, we have included all authors in this analysis regardless of their relative contribution to the study.

Top 20 authors of publications

Research orientation

Figure  4 a shows the top 10 research orientations of the 100 research orientations. The most common research orientations were management (193 articles), nursing (107 articles), health policy services (105 articles), and health care sciences services (201 articles).

a Top 10 research orientations and the number of publications in each orientation. b Top 20 institutions with the most publications

Institutions

Figure  4 shows the top 20 institutions with the most published papers. La Trobe University has the highest number of articles with 24, followed by the University of London (23) and Griffith University (18).

Co-occurrence analysis

In the keyword mapping on HRM research in healthcare, the size of the nodes represents the frequency, while the line between the nodes reflects the co-occurrence relationship. A total of 1914 keywords were included, and 59 met the criteria. All keywords were grouped into six clusters: performance (light blue cluster), job satisfaction (red cluster), quality of care (blue cluster), human resource management (brown cluster), occupational/mental health (purple cluster), and hospital/COVID-19 (green cluster) (Fig.  5 ).

Co-occurrence analysis of HRM research in healthcare

The most prominent themes in HRM research in healthcare are as below. In the “Performance” cluster, the keywords which have the greatest co-occurrence strength were “performance”, “systematic review”, “decentralization health system” and “motivation”. The main keywords in the “Job Satisfaction” cluster are “job satisfaction”, “organizational commitment”, “transformational leadership” and “turn over”. In the “Quality of care” cluster, the keywords that stand out are “quality of care”, “patient safety”, “high-performance work system”, “quality management” and “patient satisfaction”. In the “Human resource management” cluster, the prominent keywords include “human resource management”, “health policy”, “public health”, and “education and training”. In the “Occupational/Mental Health” cluster, the prominent keywords are “Occupational health”, “mental health”, “well-being” and “burnout”. The main keywords in the “Hospital/COVID-19” cluster were “hospitals”, “COVID-19” “workforce” and “qualitative research”.

Global trends in HMR in healthcare

Our study of HMR research in healthcare illustrates current and global trends in publications, contributing countries, institutions, and research orientations. The field of HMR research has evolved over the past three decades. However, as this study shows, the number of publications steadily increases yearly, with 93 countries or regions publishing in the field, suggesting that research focusing on HMR research and providing in-depth knowledge will likely increase.

Quality and status of publications worldwide

We find that most publishing countries are developed countries, but developing countries are catching up. The total citation rate and the h-index reflect the quality and scholarly impact of a country’s publications [ 25 ]. According to our study, the US ranks first among other countries in total publications, citations, and h-index, making the most substantial contribution to global HRM research. The UK and Canada also contribute significantly, with impressive total citation frequencies and h-index, especially the UK, which ranks second in average citation frequency. However, some countries, such as Belgium, Canada and Australia, also play an important role, given their high average citation frequency. In developing countries, HRM research has also served as a guide for hospitals to improve the quality of care. The study will serve as a reference for developing countries to learn from the experience of developed countries as their economic development gradually catches up with that of developed countries.

The impact and prestige of the journals can be seen in the number of articles published in the field and the influential journals in healthcare HRM research, including the BMC Health Services Research, the Journal of Nursing Management, the International Journal of Human Resource Management, the Health Care Management Review, and the Journal of Health Organisation and Management. These high-quality journals are thus the main source of information for researchers in this field on the latest developments in HRM in healthcare.

The study shows that almost all of the top 20 institutions come from the top five countries with the most publications, with the majority coming from the US, Australia and the Netherlands, reflecting the great academic influence of these three countries in the field of HRM in healthcare. These institutions play an important role in raising the academic performance of a country. Furthermore, the top 20 authors represent research leaders who are likely to impact the future direction of research significantly. Therefore, more attention should be paid to their work to stay abreast of the latest developments in the field.

Research Focus on HRM

Keywords play a crucial role in research papers as they contain vital information [ 26 ]. A systematic analysis of keywords within a specific research domain offers valuable insights into trends and focal points across various research areas [ 27 ]. Moreover, co-occurrence analysis relies on the number of joint publications to evaluate relationships among the identified keyword domains. As a result, it serves as an effective method for predicting future trends and focal points within the research areas of interest. These findings are expected to inspire more researchers to contribute to the future of HRM research in healthcare [ 28 ].

In this study, a total of six research domains were eventually summarized. Performance, Hospital/COVID-19, Job Satisfaction, Human resource management, Occupational/Mental Health, and Quality of care. By visualizing the analysis results, we can easily further clarify future trends. As the co-occurrence diagram shows, the keywords “Organizational culture”, “Patient safety”, “Nursing”, “Leadership”, “Quality of care” and “Hospitals” are highlighted as larger icons, so that investment and demand for quality research are necessary for the context of these six research directions.

Six modules and research directions in human resources

This study found that the visual clustering results and the keywords that emerged from the clusters were closely related to the HRM module s described in “Human Resources Management: Gaining a Competitive Advantage” by Noe. R . [ 29 ]. The modules have been cited in HRM research and are used as textbooks in universities [ 30 – 33 ]. Some of the keywords in each cluster correspond to human resource planning, performance management, recruitment and staffing, and training and development, respectively. The explanation of the HRM modules is described in the next paragraph. However, there are no explicit keywords in the modules related to employee relations management and compensation management results. This may be due to the private nature of the compensation structure in healthcare organizations during data collection, making it unavailable.

The explanation of the HRM modules [ 29 ]

• Human resource planning is the starting point of HRM. It helps the organization forecast future personnel needs and their basic qualities, primarily through planning.
• Recruitment and staffing, with HR planning as the input, is equivalent to the organization’s blood, nourishing the organization and solving the problem of staffing and staff matching.
• Training and development, with the “education” theme.
• Performance Management is at the heart of the six dimensions. It is also the primary input to the other dimensions.
• Compensation management aims to motivate employees to solve the company’s problems.
• Employee relations management aims to manage people and help the company form an effective cycle of rational human resource allocation.

Human resource planning

Human Resource Plan (HRP) stands for the implementation of the HR development strategy of the enterprise and the accomplishment of the enterprise’s goals, according to the changes in the internal and external environment and conditions of the enterprise, through the analysis and estimation of the future needs and supply of human resources and the use of scientific methods for organizational design, as well as the acquisition, allocation, utilization and maintenance of HR and other aspects of functional planning. HRP ensures that the organization has a balance of HR supply and demand at a needed time and in a required position, and achieves a reasonable allocation of HR and other resources to effectively motivate and develop of employees [ 34 ].

Decentralization health system, organizational culture/structure are high-frequency words in the clustering results related to “human resource management”. It is important to assess the extent to which decentralization can be used as a policy tool to improve national health systems. For policymakers and managers, based on relevant literature and research as well as country experience analysis, the experience of decentralization in relation to the organization and management of healthcare services is considered a forward-looking and pioneering concept capable of achieving optimal allocation of HR and other resources, in addition to the need to focus more on ex-ante and ex-post incentive development to deliver a 1 + 1 > 2 HRM effect [ 35 ]. HRP is the starting point and basis for all specific HRM activities. It directly affects the efficiency of the overall HRM of the enterprise. It is, therefore, taken as the primary job requirement for HR managers [ 36 ]. Organizational culture/structure significantly impacts the healthcare sector, such as excellence in healthcare delivery, ethical values, engagement, professionalism, cost of care, commitment to quality and strategic thinking, which are key cultural determinants of high-quality care delivery [ 37 ]. Therefore, as with other for-profit organizations, healthcare organizations must ensure that their organizational structure functions effectively to achieve their strategic goals. The organization formulates and implements HRM, an important task to achieve the development strategy goals.

Staff recruitment and allocation

Recruitment and staffing are the first steps in hospital HRM activities. Under the guidance of the organization’s human resources development plan, potential staff who meet the development conditions are attracted. Through the scientific selection of outstanding personnel, a platform with guaranteed treatment and development prospects is provided to ensure that the team of the healthcare organization is built solidly and meets the development needs. From the findings of this study, the keywords “workforce” and “workload” appear as high-frequency keywords in the co-occurrence analysis. Still, keywords related to traditional staff recruitment (e.g., analysis of recruitment needs, job analysis, competency analysis, recruitment procedures, and strategies) do not appear often. Recruitment and staffing are the prerequisites of human resources work. They bring a new dynamic source to healthcare organizations while complementing staff, making the organization full of vitality and vigor, facilitating organizational innovation and management innovation and helping improve the healthcare organization’s competitive advantage [ 38 ]. Recruitment and staffing, as a part of HR, directly impact the successful running of daily activities.

Training and development

Human resource training is an important component of quality and safety in the health care system. The keyword “education and training” shows a high frequency of co-occurrence in the clustering results of analysis, corresponding to the module “training and education”. However, it is connected to the keywords “human resource management” and “health policy”, and is in the same cluster with” public health”, “health care management”, and the distance between the lines and dots indicate that these topics are closely related, proving the importance of education and training in the HRM of health systems. Healthcare organizations (especially for non-professionals and caregivers) can improve the performance of their employees by enhancing their capabilities, knowledge and potential through learning and training, so that they can maximize their qualifications to match the demands of their work and advance their performance [ 39 , 40 ].

Performance management

Performance management, the core of the six modules, is also featured in the clustering results. Although this is an important focus for HR professionals, few studies have explored the link between HRM and health sector performance [ 6 ], the results show “performance” and “motivation”. The effectiveness of performance management is an important component of HRM, which effectively improves the quality of care in healthcare organizations/institutions [ 6 ]. Focusing on the effectiveness of performance management is considered to be crucial. First, as an integral part of HRM within an organization, it can help the organization meet its goals. Second, ineffective approaches can lead to negative attitudes among employees (including clinicians, nursing staff, administrators, etc.) and adversely affect performance due to decreased satisfaction among employees and patients. Third, given the increasing quality and cost reduction pressures on healthcare organizations, conducting further research on performance management and effectiveness is critical [ 41 ]. However, it is clear from our results that healthcare organizations have recognized the importance of performance management and are pursuing “high performance”. Although the topic of performance management in HRM in healthcare is one of the research priorities, the number is lacking and more discussion on performance management should be suggested for future research.

Compensation management

Compensation is an important tool to motivate employees to work hard and to motivate them to work hard. The results of the database's bibliographic analysis show that no keywords directly involved compensation. This indicates that “compensation management” has not been considered a hot topic or a research issue over 30 years of available literature. To clarify the content of this module, we further searched the database of 718 articles with keywords, such as compensation, remuneration, salary, etc., and found that only 35 of them mentioned or discussed compensation, and some years (e.g., 2018, 2009) even had no relevant literature being published. However, issues such as fairness of compensation management and employee compensation satisfaction are still important issues of concern to business management academics [ 42 , 43 ]. The actual situation is that it is difficult to conduct research on compensation management. Most organizations keep their employees’ compensation confidential, and when conducting research, HR managers avoid talking about their employees’ compensation or leave it vague, rendering it impossible for researchers to conduct further research.

Employee compensation is one factor that has the greatest impact on organizational performance. In the future, organizations should be encouraged to scientifically structure their compensation management and empower academic research to establish and implement fair compensation management systems based on empirical research while maintaining the privacy and security of organizational information.

Employee relations management

The connotation of employee relations management involves organizational culture and employee relations, as well as the coordination of the relationship between employers and employees. Healthcare organizations have complex structures with employees with varying skills, tasks or responsibilities, and such conflicts are often managed through the communication skills of administrative staff [ 44 ]. Although the keywords related to “employee relations management” did not occur in this study's analysis results, the six HRM modules are closely related. Therefore, this does not mean that no description of employee relations management was completely absent in the retrieved articles. It is clear that there is currently a lack of research on employee relations management in the healthcare field. Still, with the continuous development of the healthcare industry, it faces multiple challenges. If employee relations are not handled properly, healthcare organizations with social responsibility will face great public pressure, which will even affect the quality of healthcare services and performance, so it is especially important to strengthen the research on employee relations management.

This study inevitably has some limitations, the first of which arises from using quantitative methods to review documents in the field of HRM. The review relied on an analysis of the bibliographic data associated with the documents rather than a review of the research findings. The impact of the study was, therefore, limited to the general direction of developments in the field, rather than a synthesis of research findings. As a result, we may have missed some publications due to database bias. Second, most of the publications identified were in English and some articles relevant to other languages have not been included. Third, Since HRM exists in a wide range of industries and research areas, although researchers have set the screening criteria as detailed as possible, there may still be some literature that has not been detected.

This study describes the current state and global trends in HRM research in healthcare. The United States has made significant contributions in this field, establishing itself as a global leader. It is foreseeable that more and more publications will be published in the coming years, which indicates that HRM research in healthcare is booming. The analysis results of this study echoed the modules of HRM. It can be seen that in the current HRM research, many topics have been of interest. However, the focus and hotspots of the research are scattered, and there is presently no systematic research on the content of HRM in healthcare.

Acknowledgements

The authors thank the Editor-in-Chief and the referees for their helpful comments which help to improve our manuscript significantly.

Author contributions

BW, ZH and LLconceived of the presented idea. BW, developed the theory. BW, YH, RW, KC and XQ collected the data and discussed the results. BW and YH encouraged XQ to investigate the hospital management field and supervised the findings of this work. All authors discussed the results and contributed to the final manuscript.

This research was supported by Chinese Academy of Medical Sciences and Peking Union Medical College, China (Grant number: 2021-RC630-001).

Availability of data and materials

Declarations.

There are no human or animal studies in this manuscript, and no potentially identifiable human images or data are presented in this study.

Not applicable.

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher's Note

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Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review

International Journal of Productivity and Performance Management

ISSN : 1741-0401

Article publication date: 11 May 2021

Issue publication date: 16 August 2022

The literature highlights the key role of human resource management in developing effective organizational performance measurement and management. To understand the state of the art of this role, the paper reviews the literature on human resource management in the performance measurement and management domain.

Design/methodology/approach

The paper conducts a bibliometric literature review on 1,252 articles to identify the prevailing research trends and the conceptual structure of human resource management in the performance measurement and management domain.

The study highlights a growing number of publications and four themes related to human resource management in performance measurement and management. It also underlines the shift from static to the dynamic performance measurement and management systems within organization which is expected to be more suited to current and future contexts.

Practical implications

The paper highlights the need to manage the identified themes as strategic organizational assets and further develop the strategic dimension of human resource management practices leveraging on project management and information systems.

Originality/value

The paper goes beyond the traditional focus on performance appraisal of human resource management studies and assumes the challenge of connecting two research fields: human resource management and performance measurement and management.

• Performance measurement
• Performance management
• Human resource management
• Bibliometric literature review
• Science mapping
• Organizational performance

Garengo, P. , Sardi, A. and Nudurupati, S.S. (2022), "Human resource management (HRM) in the performance measurement and management (PMM) domain: a bibliometric review", International Journal of Productivity and Performance Management , Vol. 71 No. 7, pp. 3056-3077. https://doi.org/10.1108/IJPPM-04-2020-0177

Emerald Publishing Limited

Copyright © 2021, Patrizia Garengo, Alberto Sardi and Sai Sudhakar Nudurupati

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

Organizational performance measurement and management system (PMMS) is described as an integrated system for supporting the decision-making process through a set of performance measures on tangible and intangible assets ( Smith and Bititci, 2017 ). This system gives feedback to employees on the outcome of actions reflecting the procedures used to implement business strategy. Since the introduction of the first performance measurement and management (PMM) models, human resource management (HRM) has been considered a relevant intangible asset for creating a competitive advantage ( Kaplan and Norton, 1996 ; Neely et al. , 2001 ). Human resources represent the employees under direct control of the company; their management is the process or processes focused on maximizing employee performance to achieve the employer's strategic objectives ( Wood, 1999 ). Despite the recognized relevance of HRM, the available studies on its role in developing organizational PMM models remain embryonic and at an exploratory stage ( Bourne et al. , 2018 ; Sardi et al. , 2019 ). On one hand, the PMM literature outlines the importance of having qualified leaders at all levels; for instance, to move organizations towards continuous process improvement and knowledge sharing ( Bititci, 2015 ; Bourne et al. , 2013 ; Garengo et al. , 2005 ). This literature creates the condition for integrating HRM in organizational PMMS; however, it rarely happens ( Sardi et al. , 2020b ). On the other hand, the HRM literature primarily focuses on HRM issues; for instance, human resource performance management practices and employee performance appraisal, i.e. “ the process by which we evaluate the individual performance of an employee over some time ” ( DeNisi and Smith, 2014 ). However, this literature rarely proposes approaches for developing effective organizational performance measurement and management systems ( Sardi et al. , 2020b ). Although several researchers have underlined the need to further investigate the role of HRM in the PMM domain ( Bourne et al. , 2013 ; Smith and Bititci, 2017 ), to date no scholar or practitioner have developed an effectively integrated view that applies a dual approach equally based on HRM in PMM research conventions.

To address this research gap, this paper aims to map HRM studies in the PMM domain and identify the most relevant themes and their role in PMM. A bibliometric literature is conducted to answer three specific research questions: (1) What is the trend of HRM publications in the PMM domain? (2) What is the conceptual structure of the HRM research in the PMM domain? (3) What are the thematic evolutions in the HRM research in the PMM domain? To answer these questions, a systematic literature review is performed using two different approaches: performance bibliometric analysis and science mapping technique. Both approaches are suitable to answer the research questions at hand ( Cobo et al. , 2011 ; Taticchi et al. , 2015 ).

This paper is organized into five sections as follows. The following section details the methodology chosen to conduct the literature review using a bibliometric approach. This section also synthesizes the useful findings for answering the three specific research questions. The findings section subsequently discusses the main themes that emerge and synthesizes key evidence. Finally, the conclusion summarizes the main contributions of this paper to the PMM literature and practice.

2. Methodology

The paper explores the literature over three time periods (i.e. 1976–1996; 1997–2007 AND 2008–2019) consistent with the evolution of PMM research ( Bititci et al. , 2012 ). The three periods were identified are all about ten years long, and they refer to the evolution of PMM field. The first period is characterized by the introduction of BSC ( Kaplan and Norton, 1996 ; Neely et al. , 1995 ), then several papers describe its evolution ( Franco-Santos et al. , 2007 ; Kaplan and Norton, 2005 ; Neely, 2005 ) and finally, new trends of PMM are described according to a holistic and systematic view ( Bititci et al. , 2012 ; Bourne et al. , 2018 ). Table 1 describes the research protocol for the data collection, and Table 2 presents the methods applied to analyse the data. The performance bibliometric analysis and the science mapping technique were chosen as they are effective in objectively examining the evolutionary trend of research studies and have been effectively applied in prior business literature reviews ( Dabic et al. , 2014 ; Garengo and Sardi, 2020 ; Hassini et al. , 2012 ; Neely, 2005 ; Sardi et al. , 2020a ; Taticchi et al. , 2015 ). These analyses provide a means for the objective, systematic and quantitative consideration of the published articles ( Furrer and Sollberger, 2007 ). The advantage of employing performance bibliometric analysis is the ability to demonstrate the relevance of a research topic based on the number of published papers and their citation numbers ( Culnan and Swanson, 1986 ). The science mapping technique is a useful tool for assessing and analysing academic research output by contributing to the progress of knowledge based on an objective analysis ( Martínez et al. , 2015 ). It highlights the evolution of a given theme over a fixed period and supports a better understanding of each research theme within the literature. Furthermore, it highlights the relationships between the themes and the evolution of these relationships over time ( Furrer et al. , 2008 ; Furrer and Sollberger, 2007 ).

Data collection: as this paper seeks to review the literature on HRM in the PMM domain, it selected research that addresses issues related to HRM and PMM together. Using the terminology of the two research fields, the authors identified useful keyword strings to investigate this research domain adopting the process suggested by Tranfield et al. (2003) . The authors of this study investigated the field through a preliminary qualitative literature review and interviews with academics, practitioners and consultants to identify the useful main issues to investigate this field. The collected information supported the identification of the main keyword strings necessary to investigate the literature on HRM in the PMM domain ( Tranfield et al. , 2003 ). Figure 1 presents and defines each keyword according to the most recognized definitions. The data collection process gathered 1,252 documents.

2.1 Data analysis

The authors applied a bibliometric analysis to the selected studies ( Cobo et al ., 2011 , 2015 ; Neely, 2005 ; Taticchi et al. , 2015 ) in the three periods. The data analysis was performed using two dimensions of analysis: performance bibliometric analysis to answer the first research question ( Table 2 – Group 1) and a science mapping technique to answer the second and third research questions ( Table 2 – Group 2).

Performance bibliometric analysis (group 1) allows for investigating a certain body of knowledge under different perspectives, such as the publication number and most prolific journals. The authors adopted this research methodology to provide a complete representation of the research areas in terms of quantity and quality of scientific enquiry and gaps in the literature ( Taticchi et al. , 2015 ). In conducting the performance bibliometric analysis, the authors analysed the distribution of the number of publications by periods to draw a “frame” of the state of the art of HRM studies in the PMM domain.

Science mapping analysis (group 2) comprises co-word analysis to identify the main themes in HRM in the PMM domain along with their evolution ( Cobo et al. , 2011 ). Themes (or clusters) are main groups of similar and closely linked keywords. Each theme includes a sub-group of keywords (or sub-themes) that are strongly linked to each other ( Callon et al. , 1991 ). The name of each theme was extracted from the densest sub-themes belonging to the same theme. The methodological foundation of co-word analysis is the idea that the co-occurrence of keywords should describe the contents of the documents. As such, the more keywords that two papers share in common, the more similar the two publications are and, thereby, the more likely they are to derive from the same research field ( Van Eck and Waltman, 2009 ). The themes are visualized by strategic diagrams, which are graphical representations of the most important research themes investigated in HRM within the PMM domain. In these graphical representations, themes are represented by spheres whose volume is proportional to the number of papers associated with each theme ( Thomé et al. , 2016 ).

The role of each theme is visualized in the strategic diagram through two dimensions: centrality and density of the themes in the research domain ( Callon et al. , 1991 ; Cobo et al. , 2011 ). Centrality refers to the links of a theme with other themes. The stronger and numerous these links are, the more this theme represents a set of research problems that are considered crucial by the community. Meanwhile, density determines the strength of the links that tie the keywords in a cluster. The stronger these links are, the more the research problems corresponding to the cluster constitute a coherent and integrated role. Density provides an effective representation of the cluster's capacity to maintain itself and to develop over time in the field under consideration ( Callon et al. , 1991 ). Figure 2 details the content of the four quadrants of the strategic diagram ( Callon et al. , 1991 ; Cobo et al. , 2015 ).

To understand the conceptual structure of the HRM research in the PMM domain, the most predominant centrality clusters and density clusters were selected for investigation in each period. First, the themes with the highest centrality were analysed using a cluster network analysis to understand their constituent keywords (or sub-themes) and their relationship. The most central cluster identified the main keyword of a theme as the centre of the network. Two keywords were considered connected if they appear in the same documents. The thickness of the line connecting the keywords represents the depth of their mutual relationships. Second, to better understand the conceptual structure of the HRM research in the PMM domain, the authors read the papers belonging to the four themes and sub-themes to synthesize the main evidence.

U  = each detected theme in the sub-period t

V  = each detected theme in the next sub-period t  + 1

t  = sub-period

T t  = the set of detected themes of the sub-period t

The inclusion index reveals a thematic evolution from theme U (period t ) to theme V (period T t +1 ) if there are keywords that appear in both associated thematic networks. Thus, V is a theme that evolved from U . Moreover, keywords k  ∈  U ∩ V are considered a “conceptual nexus”( Cobo et al. , 2011 ), graphically represented by a line (see Figure 5 ). In this way, if there is a “conceptual nexus” between U and V (i.e. if they share some elements in common), a line links themes in sub-period t to themes in sub-period t  + 1. The thickness of the lines is proportional to the strength of the links among themes from one period to another. Concerning the type of lines, a solid line indicates that the theme maintains the same name in the next period, or that the theme is incorporated within a theme of the following period. Meanwhile, a dotted line indicates that a theme does not maintain the same name and is not incorporated within a theme of the following period (non-conceptual nexus). However, in this case, the theme shares important elements with clusters of the following period.

3. Findings

3.1 the trend in hrm studies in the pmm domain.

The performance bibliometric analysis of the 1,252 papers revealed a growing relevance of HRM studies in PMM domain. The number of papers substantially increased, particularly in the last ten years ( Figure 3 ).

The analysis of the number of papers and citations by author's country indicates that the US is the country with the highest number of publications (258 papers). The investigated research area developed its roots in the US, and a large gap remains between the number of publications from the US and other countries. However, authors from additional countries recently started to investigate this research area, including scholars from the United Kingdom, Australia, India, Malaysia and Canada ( Figure 3 ).

The analysis of the journals' published papers affirmed that the investigated topic is configured as a cross-disciplinary research area, even if the most prolific journals are largely related to the HRM area ( Table 3 ). The International Journal of Human Resource Management publishes the highest number of papers and devotes significant attention to strategic HRM in a global environment, international business and organizational behaviour. In the last period, the second most prolific journal is International Journal of Productivity and Performance Management . It publishes innovative developments in performance measurement and management oriented to improve individual, group and organizational performance ( Abbaspour and Dabirian, 2019 ; Ensslin et al. , 2013 ; Rompho, 2017 ; Zigan et al. , 2008 ).

The analysis of the most prolific authors in the literature suggests that there are five main scholars ( Table 4 ). Wickramasinghe, Stanton and Long were the most productive authors in the last decade. Wickramasinghe, based out of the University of Moratuwa, Sri Lanka, is the most prolific author in this area. He has published seven documents on different topics such as performance management in SMEs, total quality management and HRM practice ( Wickramasinghe, 2012 ; Wickramasinghe and Liyanage, 2013 ). Stanton (Melbourne University), who examines job performance evaluation using empirical approaches, has served as co-author for six relevant papers and published studies in six different journals – see, for instance – ( Nankervis and Stanton, 2010 ; Nankervis et al. , 2012 ; Stanton and Nankervis, 2011 ; Vo and Stanton, 2011 ). Besides, he has written empirical papers on HRM practices focussing on different countries (Australia, Vietnam, the US, Japan and Singapore). Meanwhile, Long (Universiti Teknologi, Malaysia) published five papers in seven years. Three of the papers explored HRM practices that are associated with performance measurement and management practices, whereas the others examined the skills and competencies of HRM specialists ( Long and Ismail, 2008 ; Long and Perumal, 2014 ; Shahnaei and Long, 2014 ).

As depicted in Table 5 , analysis of the citations of the 1,252 selected papers revealed the most important papers in the existing literature that are considered reference points in HRM study in PMM research ( Castilla, 2008 ; Igbaria and Baroudi, 1995 ; Meyer and Smith, 2000 ; Mithas et al. , 2011 ; Pulakos and Wexley, 1983 ; Sturman, 2003 ).

The findings related to the first research question show the relevance of HRM research in the PMM domain; there has been an increase in the number of journals, papers and citations interested in HRM within PMM in recent years, as well as a broadening of authors' countries of origin. Although most of the papers are published by authors from the United States, authors from other countries have recently started to investigate issues related to HRM in PMM domain. The number of papers published by authors in the United Kingdom and Australia as well as authors from developing countries (e.g. India and Malaysia) is also beginning to increase. Thus, HRM research in PMM domain is becoming a global phenomenon.

3.2 Conceptual structure of HRM research in the PMM domain

Analysis of the conceptual structure of HRM research in the PMM domain confirms its growing relevance. The conceptual structure also reflects the growing number of themes related to HRM and PMM, as visualized in Figure 4 . Within HRM research in the PMM domain, four main themes currently prevail HRM practices, employee performance appraisal, project management and information systems. These themes are central in the existing literature. As depicted in Figure 4 , they exhibit the highest density and highest strength of links with sub-themes. As such, the four main themes are classified as motor clusters, which mean that they are considered crucial themes by the scientific community and are researched in relationship with numerous sub-themes.

3.3 Thematic evolution of the HRM research in the PMM domain

The analysis of the thematic evolution of the HRM research in the PMM domain highlights several changes in the key themes across the investigated periods. Some themes grew in relevance over the investigated periods, while others appeared as distinctly new themes, as reflected in the thematic evolution map ( Figure 5 ).

The thematic evolution of the HRM research in the PMM domain suggests an accelerating change in the most relevant themes, particularly in recent years. Only the employee performance appraisal theme was present and maintained high importance over all three periods of study. As Figure 5 demonstrates, some new themes emerged in this time (such as human resource management practices and project management), while others were absorbed into more relevant themes (such as management practices and training).

The authors synthesized an overall strategic diagram with the main themes (i.e. the themes that appear in more than five papers) appearing in the three investigated periods ( Figure 6 ). To better understand the conceptual structure of the HRM research in the PMM domain and its future trend, the authors reviewed the papers associated with the four motor clusters (i.e. HRM practices, employee performance appraisal, project management and information systems) to provide useful insights for understanding the role of HRM in the PMM domain.

3.3.1 HRM practices

Since the early 1970s, several HRM studies have highlighted the key connection between HRM practices and business strategy ( Sparrow et al. , 1994 ; Wright and Mcmahan, 1992 ), and several papers have investigated the human resource practices associated with various business strategies ( Golden and Ramanujam, 1985 ; Lengnick-Hall et al. , 2009 ). On one hand, the HRM literature has investigated strategic performance measurement as a key HRM practice, and particular attention has been devoted to the key role of the strategic approach in fostering coordination and congruence among HRM practices ( Guest, 1997 ; Wright et al. , 2005 ). On the other hand, the PMM literature has highlighted the key role of PMMSs in aligning HRM practices to achieve organizational strategic objectives and effectively manage organizational performance ( Bititci, 2015 ; Kaplan and Norton, 1996 ; Neely and Adams, 2001 ).

Recent research has emphasized the growing relevance of PMMS in creating organizational alignment ( Hanson et al. , 2011 ; Micheli and Manzoni, 2010 ), investigating the balanced scorecard as a strategical communication and management-control device ( Malina and Selto, 2015 ). Burney and Widener (2013) , for example, underlined the increasing use of performance measurement and management systems that “translate a firm's strategy to its employees” to facilitate internalized motivated behaviours ( Burney and Widener, 2013 ). Malina and Selto (2015) demonstrated the need for using PMMS to drive employees' attention towards the company's strategic objectives ( Malina and Selto, 2015 ). Melnyk et al. (2014) further defined PMMS as “ultimately responsible for maintaining alignment and coordination” between all organizational resources ( Melnyk et al. , 2014 ). Moreover, Shahsavari-Pour et al. (2017) underlined the need to use the strategy maps introduced by Kaplan and Norton (2000) to communicate simply and effectively with employees “about how to achieve the companies' strategic goals and will not miss any value drivers in the management process” ( Shahsavari-Pour et al. , 2017 ). According to this literature, the alignment of HRM practices and organizational strategic objectives is increasingly essential for the effective design of organizational PMMS.

3.3.2 Employee performance appraisal

Employee performance appraisal is defined as the system through which an organization provides employees with feedback about their performance, and it is essential in improving individual performance ( Chattopadhayay and Ghosh, 2012 ; DeNisi and Murphy, 2017 ; DeNisi and Smith, 2014 ). Employee performance appraisal studies focused on employee measurement issues, with attention paid to issues such as the impact on working engagement ( Bartram et al. , 2015 ; Lappalainen et al. , 2019 ; Poovathingal and Kumar, 2018 ) and employees' turnover intentions ( Appelbaum et al. , 2011 ; Iqbal et al. , 2015 ; Poon, 2004 ). However, the literature shows that the implementation of the performance appraisal needs the understanding of the social context within which it operates ( Levy and Williams, 2004 ) and that global uncertainty to be wielding a significant influence on performance management ( Maley and Kramar, 2014 ). Furthermore, the literature underlines that the relationship between performance appraisal satisfaction and work performance is both mediated and moderated by employees' intrinsic work motivation; it is a negative relationship for employees with low intrinsic motivation, positive relationship for those with high intrinsic motivation ( Kuvaas, 2006 ).

Employees have to experience positive appraisal reactions for performance appraisal to positively influence employee behaviour ( Kuvaas, 2007 ). The relationship between perceptions of developmental performance appraisal and self-reported work performance is mediated by employees' intrinsic motivation and strongly moderated by their autonomy orientation. The relationship was positive for employees with a weak autonomy orientation, but the relationship was negative for those with a strong autonomy orientation ( Kuvaas, 2007 ).

To manage employees as effective strategic assets, an organization should use PMMS to align HRM to company values and strategic goals ( Crain, 2009 ). According to Caruth and Humphreys (2008) , if performance appraisal is not included in PMMS and thereby in the systematic strategy implementation process, its definition “becomes an exercise in futility instead of a vital control measurement” ( Caruth and Humphreys, 2008 ). However, despite the relevance recognized in the literature concerning employee performance appraisal and management in the last 20-years ( Maley et al. , 2020 ), its poor employee acceptability ( Maley et al. , 2020 ) and effective integration in organizational performance measurement and management system remain poorly understood in many organizations ( Smith, 2018 ; Sardi et al. , 2020b ).

The existing literature underlines the need for adopting a multidisciplinary approach that integrates employee motivation, leadership, fairness, behaviour, emotional aspects ( Dewettinck and van Dijk, 2013 ; Ding et al. , 2015 ; Kampkötter, 2017 ; Lakshman, 2014 ) and the need for creating a strong link between employee performance appraisal and company strategy ( Smith and Bititci, 2017 ). In the last few years, several scholars have emphasized the growing relevance of strategic management of employee performance appraisal and its impact on performance measurement and management system effectiveness. If employee performance appraisal is linked to the overall PMMS, managers are pushed to be more proactive in communicating any relevant issues related to strategy to the top management ( Butterfield et al. , 2004 ; Dewettinck and van Dijk, 2013 ; Hooi, 2019 ; Jääskeläinen and Laihonen, 2013 ; Mondal and Ghosh, 2012 ). Finally, the analysis of theme shows that employee performance appraisal is increasingly necessary for favouring the alignment of individual employees' endeavours with the organizational strategic objectives and in the developing of effective PMMS.

3.3.3 Information system

To date, the literature has devoted particular attention to the role of information systems in supporting strategy implementation and PMMS adoption through fostering a connective relationship between employees, customers and suppliers ( Dewettinck and van Dijk, 2013 ; Nudurupati et al. , 2016 ). Several scholars have also underlined the strong impact of information systems (ISs) on key HRM practices such as job design, recruitment, retention, performance management and training, along with the growing relevance of human resource information systems ( Blount, 2011 ; Garengo and Bititci, 2007 ; Igbaria and Greenhaus, 1992 ).

The rapid development of information technology over the last decade has further affirmed the key role of information system in leveraging an organization's human resources to achieve its strategic objectives and support the development of a PMMS. A human resource information system is an essential decision support tool in achieving strategic and operational objectives ( Kavanagh et al. , 2007 ). Several studies have recently denoted the use of technology as a medium of connection and integration to supplement task fulfilment in organizations and support the effective adoption of PMMS. These studies examined issues such as Internet-based resource management ( Marler and Parry, 2016 ), business-to-employee (“B2E”) ( Huang et al. , 2004 ) and electronic human resource management (e-HRM) ( Stanton and Coovert, 2004 ; Strohmeier, 2007 ). As described to this literature, the information system is largely supporting the alignment of HRM with organizational strategic objectives and the development of effective PMMS.

3.3.4 Project management

The literature review reflects the decreasing relevance of PMMS models (such as balanced scorecard and Performance Prism), which are often as inflexible, and the increasing attention paid to project management, which is identified as an important emerging theme in the PMM literature ( Taticchi et al. , 2015 ). Some researchers have highlighted the growing need for project management activities such as planning, executing and closing the work of a team to achieve specific strategic objectives and create the bases for a PMMS ( Kim et al. , 2018 ; Yun et al. , 2016 ). Scholars also studied the effectiveness of project management in improving the integration and development of employees' competencies and its role in fostering integration with performance evaluation ( Chen and Lee, 2007 ).

In the last few years, the research on PMMS models has shifted from the design of organizational PMMS to the development of quantitative methodologies to solve specific issues related to PMM and HRM. Gemünden et al. (2018) investigated the creation of strategic measurement systems as a priority to ensure that any system is aligned with the goals and objectives of the organization ( Gemünden et al. , 2018 ). Also, Chen and Lee (2007) investigate the performance indicators of people who manage projects ( Chen and Lee, 2007 ). They proposed a performance evaluation method for project managers based on managerial practices that incorporate leadership and positive behaviours. Chen (2014) further highlighted that project human factors are essential stimulants in innovation performance, which in turn affects the performance of capital projects ( Chen, 2014 ). Moreover, Wickramasinghe and Liyanage (2013) underlined the need to include projects measures related to teamwork, communication, performance evaluation, empowerment, rewards and recognition, and skill-development practices in PMMS ( Wickramasinghe and Liyanage, 2013 ). It is clear that in the current business environment, the most relevant issue is not the choice of an effective PMMS model, but the definition of project management activities related to measuring HRM practices ( Zhang and Li, 2009 ) and their effective integration with strategy management, human resources practices and employee performance ( Crain, 2009 ).

The shifting attention from rigid performance measurement models to flexible project management tools may be the added value of this study. This shifting attention may favour the alignment of HRM practices with specific strategic project objectives.

4. Discussion

The findings highlight a high relevance of HRM research in the PMM domain. As indicated by the bibliometric analysis, there has been an increasing trend of all information analysed. The conceptual structure of this research area point out themes such as HRM practices, employee performance appraisal, project management and information systems. Below, the authors discuss the main evidence to represent research findings.

Since the 1950s, the literature has highlighted the need to face the rapid change in the environmental condition with the adoption of an organic form of organization. Burns and Stalker (1969) addressed companies towards an organic organizational structure to quickly adapt to frequent and fast environmental changes ( Burns and Stalker, 1969 ). In this scenario, organizational performance measurement and management and HRPM have evolved over the decades. On the one hand, organizational PMM highlights the need to manage multicultural collaboration, open innovation, sustainability, etc. ( Bititci et al. , 2012 ; Bourne et al. , 2018 ). On the other hand, HR performance management highlights the need to keep employees happy and groom them for progress, to have organizational agility, regular checks with employees and promotes teamwork ( Cappelli and Tavis, 2016 ). Some companies worry that align individual and organizational goals, award merit raises and identify poor performers are becoming a hard challenge. Managing and developing organisation and people became a greater concern. Companies had to find new ways of meeting that need ( Bititci, 2015 ; Cappelli and Tavis, 2016 ). However, until now, not enough attention has been given to the development of organic systems supporting the high adaptability and flexibility required by companies ( Bititci et al. , 2012 ; Bourne et al. , 2018 ).

The strategic management of the four identified themes and their inclusion in an integrated PMMS should, thus, favour a new way of managing organizational control. Integrated PMMS should be based on the integrated conception of the organization where overall firm optimization requires managing interdependent organizational assets and its interaction. This interaction could also become the basis of the learning process, i.e. the process of gaining, sharing and utilizing the knowledge accumulated by individuals and transferring it through the organization to meet its strategic goals and trigger a process of systematic revision ( Franco-Santos et al. , 2007 ).

Integrated PMMS becomes essential to communicate strategic objectives and activate the double-loop learning process using performance information by feedback ( Kaplan and Norton, 2005 ; Nudurupati et al. , 2021 ). This means that integrated PMMS should not simply be a control mechanism but also an organic and innovative learning system ( Molleman and Timmerman, 2003 ) able to drive managers' actions in effectively structuring, bundling and leveraging firm resources with particular attention to HRM practices, employee performance appraisal, project management and information systems. The analysed literature describes that producing performance increments may be best achieved by orienting the performance measurement and management system to promote employee engagement ( Bititci, 2015 ; Gruman and Saks, 2011 ; Smith and Bititci, 2017 ). In particular, organizations should innovate HR performance management practices to move companies away from heavy to simpler process ( Pulakos et al. , 2019 ); it should be moved from formal system to focussing on the performance management behaviours that matter every day ( Pulakos et al. , 2015 ).

The findings of this literature review can be represented by the definition of a conceptual framework which describes a need to translate strategic objectives into effective managerial practices and favour the alignment and interaction of the four identified themes ( Figure 7 ). The strategy is the glue that binds these themes together, favouring the development of integrated PMMS and, as a consequence, the growth of firm sustainable performance.

According to this conceptual framework, PMMS should be configured as an organic system able to evolve and adapt itself to the changing business environment through adaptation and alignment processes ( Garengo et al. , 2005 ; Smith and Bititci, 2017 ). These processes should be favoured by the intrinsic capability of PMMS in supporting the translation of business strategy in action and the integration of the key organisational themes. The integrated PMMS becomes an effective strategic system as it captures, in a non-occasional fashion, the strategy at the level of management choices and actions leveraging on the key themes. The main evidence of this study seems to be the shifting attention from rigid performance measurement models to flexible project management tools favours the alignment of HRM management practices with specific strategic project objectives. It highlights the shift from static to the dynamic and integrated organizational performance measurement and management systems with HRM within organization which is expected to be more suited to current and future contexts ( Bianchi et al. , 2017 ). Furthermore, it allows to engage employees in conversation about people and organizational performance every day ( Bititci, 2015 ; Pulakos et al. , 2015 ) and also by online chats integrated into performance measurement and management systems ( Sardi et al. , 2020c ).

5. Conclusion

The paper confirms that the high relevance of HRM in the PMM domain is undeniable for scholars and practitioners. As described in the previous sections, in the last ten years, there is a growing relevance of the HRM research in the PMM domain along with an increasing number and rapid evolution of the main investigated themes.

The research gives useful theoretical and practical insights for developing an integrated PMMS. First, it provides a conceptual framework that supports the translation of strategic objectives into effective managerial practices and favours the strategic alignment and integration of the main themes related to PMM and HRM to foster firms' influential performance. Second, it suggests that the development of PMMS integrated with strategic HRM leveraging project management and information systems; however, it has to shift from a static to the dynamic performance systems for being more suited to current business contexts. The authors encourage case studies to explore, test and validate the conceptual framework and further detail the relationship between the four identified themes.

The authors recognized two main limitations. First, the search process could have been influenced by the different meanings assigned to the keyword strings by the PMM and HRM studies. Second, as a result of the use of broad criteria and keywords in selecting papers, some of the identified papers were not closely related to the PMM fields and therefore could not effectively contribute to the findings. Although these limitations may represent potential weaknesses of this study, the authors believe that these limitations are also strength of this research. These limitations fostered the inclusion of many contributions from different research streams, which supported the objective identification of a wide range of themes useful to define the conceptual structure of HRM in the PMM domain.

Definition of the keywords

Strategic diagram

Distribution of papers by period for most productive authors' countries

Strategic diagrams from 1976 to 2019

Thematic evolution (1976–2019)

Main themes of the HRM in PMM domain

Conceptual framework supporting the development of integrated PMMS

Data collection: research protocol

Data analysis: methods and dimensions of analysis

Most prolific journals

Most prolific authors

Most cited papers

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Corresponding author

About the authors.

Patrizia Garengo is Associate Professor of Performance Management and Business Management at the University of Padua. She holds a PhD in Business Management and Industrial Engineering, University of Padua (Italy) and she is a research fellow at the Centre for Strategic Manufacturing (DMEM), Strathclyde University. Her research interests include organizational development and performance measurement systems, with particular attention to SMEs. To date she has published over 100 papers in international journals and conferences on performance measurement and management.

Alberto Sardi holds a management degree at the University of Milan and a PhD in Management Engineering at the University of Padua (Italy). He worked for about 10 years in private organizations covering different roles. Currently, he is Assistant professor at the University of Turin (Italy). His research topic focuses on Innovative Performance Management in organizations with particular attention to performance measurement systems implementation. Moreover, he looks towards new social media technologies in the performance measurement area.

Sai Sudhakar Nudurupati gained his MSc and PhD from the University of Strathclyde, UK. He received an Outstanding Doctoral Award from the European Foundation for Management Development. Prior to joining GITAM, Sai has worked for 11 years at Manchester Metropolitan University, Exeter University and Strathclyde University in various teaching and research roles. He has published over 25 papers in reputed international journals and magazines (listed on Australian Business Deans Council Journal list and Chartered Association of Business Schools Academic Journal Guide) and received two best paper awards from Emerald and Institute of Engineering Technology respectively. Sai spent 5 years in SGB, UK implementing continuous improvement projects.

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SUSTAINABLE ORGANIZATIONAL PERFORMANCE IN HEALTHCARE: A LITERATURE REVIEW

• Dewi Rizki Nurmala , A. Sidin , +5 authors Emilya Tanry
• Published in Journal of Law and… 21 June 2024
• Medicine, Business

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An empirical framework for assessing the balanced scorecard impact on sustainable development in healthcare performance measurement, exploring organizational sustainability: themes, functional areas, and best practices, motivators of social sustainability in healthcare supply chains in the uae—stakeholder perspective, evaluating organizational performance of public hospitals using the mckinsey 7-s framework, sustainability performance of organization: mediating role of knowledge management, organizational performance and sustainability: exploring the roles of it capabilities and knowledge management capabilities, stakeholder pressure and the adoption of proactive environmental strategies in healthcare: the mediating effect of “green” hrm, how human resource management practices translate into sustainable organizational performance: the mediating role of product, process and knowledge innovation, effects of healthcare quality management activities and sociotechnical systems on internal customer experience and organizational performance, impact of a balanced scorecard as a strategic management system tool to improve sustainable development: measuring the mediation of organizational performance through pls-smart, related papers.

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Innovations in solar-powered desalination: a comprehensive review of sustainable solutions for water scarcity in the middle east and north africa (mena) region.

1. Introduction

2. background, 2.1. overview of membrane-based processes, 2.2. components of seawater desalination with ro process, 2.3. challenges associated with the ro process, 2.3.1. high energy consumption, 2.3.2. membrane fouling, 2.3.3. environmental challenges, 2.3.4. boron removal, 3. reverse osmosis technology dominance in the mena region, 4. contribution of mena countries to solar-driven ro desalination research, 5. potential for renewable energies and resources in the mena region, 5.1. solar photovoltaics, 5.2. solar thermal energy, 6. advancements in solar energy-driven ro technology deployment in the mena region, 6.1. solar photovoltaic-powered ro systems, 6.2. solar thermal-powered ro systems, 7. solar desalination challenges and opportunities in mena, 7.1. challenges in solar-powered ro desalination in mena, 7.1.1. high initial investment cost, 7.1.2. technical complexities.

• Optimizing energy capture and utilization: Developing systems capable of efficiently converting solar energy into electricity for desalination purposes is essential.
• Energy storage solutions: Implementing robust and efficient energy storage methods is critical for addressing fluctuations in solar radiation and meeting peak demand during periods of low sunlight.
• Reliability and durability: Equipment must be designed to function reliably and maintain its integrity under harsh environmental conditions, including extreme temperatures, humidity, dust, and salt corrosion.
• Variability in solar irradiance and weather patterns: System design and operation must account for variations in solar radiation levels and weather patterns, which influence the availability and intensity of solar energy.

7.1.3. Limited Funding for Research and Development

7.1.4. lack of expertise, 7.2. opportunities for navigating the challenges of ro desalination plants in the mena region, 7.2.1. technology optimization and innovation, 7.2.2. government support, financial incentives, and investment, 7.2.3. regional collaboration and knowledge sharing, 7.2.4. investment in education, training, and capacity building, 7.2.5. promotion of local manufacturing and innovation, 8. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest.

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Al-Addous, M.; Bdour, M.; Rabaiah, S.; Boubakri, A.; Schweimanns, N.; Barbana, N.; Wellmann, J. Innovations in Solar-Powered Desalination: A Comprehensive Review of Sustainable Solutions for Water Scarcity in the Middle East and North Africa (MENA) Region. Water 2024 , 16 , 1877. https://doi.org/10.3390/w16131877

Al-Addous M, Bdour M, Rabaiah S, Boubakri A, Schweimanns N, Barbana N, Wellmann J. Innovations in Solar-Powered Desalination: A Comprehensive Review of Sustainable Solutions for Water Scarcity in the Middle East and North Africa (MENA) Region. Water . 2024; 16(13):1877. https://doi.org/10.3390/w16131877

Al-Addous, Mohammad, Mathhar Bdour, Shatha Rabaiah, Ali Boubakri, Norman Schweimanns, Nesrine Barbana, and Johannes Wellmann. 2024. "Innovations in Solar-Powered Desalination: A Comprehensive Review of Sustainable Solutions for Water Scarcity in the Middle East and North Africa (MENA) Region" Water 16, no. 13: 1877. https://doi.org/10.3390/w16131877

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