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Review

Review and Prospects of Enterprise Human Resource Management Effectiveness: Bibliometric Analysis Based on Chinese-Language and English-Language Journals

by
Xiaowei Yang
,
Shumin Yan
*,
Jiang He
and
Junjie Dong
School of Economics and Management, Tongji University, Shanghai 200092, China
*
Author to whom correspondence should be addressed.
Sustainability 2022, 14(23), 16112; https://doi.org/10.3390/su142316112
Submission received: 7 November 2022 / Revised: 28 November 2022 / Accepted: 29 November 2022 / Published: 2 December 2022
(This article belongs to the Section Economic and Business Aspects of Sustainability)
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Abstract

:
The effectiveness of enterprise human resource management is an important topic of human resource management in academic studies, and it is the key for enterprises to achieve long-term sustainable development. Up to now, fruitful research achievements have been achieved, but there is still a lack of a systematic literature review. Based on 218 research results collected in the CNKI and SSCI databases of the WOS from 1975 to 2021, this paper systematically reviews the enterprise human resource management effectiveness from the aspects of evolution, topic overview, and content sorting by using bibliometrics with Citespace software and a systematic literature review. This paper expounds the concept of enterprise human resource management effectiveness, analyzes the existing research results, and finds out where the research gap is. Based on this, this paper puts forward the prospect of future research topics from the aspects of measurement methods, influencing factors, and results, which not only helps to systematically reveal the overview of the existing research in the field of enterprise human resource management effectiveness, but also provides direction for further research.

1. Introduction

Enterprise human resource management (HRM) effectiveness (hereafter referred to as “HRM effectiveness”) is an important necessity for improving enterprise competitiveness and to ensure the sustainable development of enterprises. Since it was proposed in the 1980s, it has attracted attention from numerous fields of study [1,2,3,4]. Some studies have confirmed that HRM effectiveness has an impact on enterprise performance, organizational innovation, and employee well-being [5,6,7]. In the context of today’s global economy entering the “VUCA (volatile, uncertain, complex, and ambiguous) era” [8], enterprises are simultaneously facing challenges, such as the disappearance of demographic dividends, economic structural transformation, and production overcapacity, and opportunities created through the extensive application of big data and artificial intelligence [9]; therefore, HRM effectiveness has become particularly important [10]. For example, Zhengfei Ren, the founder of Huawei, emphasizes “two flows and one effectiveness”, i.e., a high income flow, a high cash flow, and a high HRM effectiveness. Based on this, thoroughly and systematically combing the research results in the field of HRM effectiveness in enterprises and proposing prospects for future issues have important guiding significance for the subsequent in-depth research on and implementation of practices in enterprises.
The academic community has carried out a large number of investigations on HRM effectiveness, reporting impactful results [1,11,12]. Some scholars have conducted review studies [13,14,15], which provide a reference for systematically revealing the state of the art in this field. However, there are still research gaps. From the perspective of scope, the previous reviews were published several years ago and, thus, did not cover research results reported in recent years; additionally, from the perspective of research content, the content in existing reviews is limited to the connotation definition and measurement methods of HRM effectiveness but lacks a review of the factors influencing HRM, the results of HRM effects, and even the overall development of research in the field and the important research topics.
To comprehensively understand the state of the art of enterprise HRM effectiveness, after defining the connotation of HRM effectiveness, this study analyzed 218 papers, including 112 papers from the SSCI and 106 papers from the CSSCI, through a literature search and sample screening, using systematic and bibliometric methods with Citespace software. This paper summarizes the evolution and main themes of this field and analyzes them. Finally, a theoretical framework of HRM effectiveness is obtained. Based on the research, the possible future research directions in this field are also proposed for researchers’ reference. The main contributions of this study are as follows. The previous literature reviews of enterprise HRM effectiveness are mostly based on content analysis. This study uses CiteSpace software to visually analyze the research evolution and thematic overview of HRM effectiveness. Most of the existing reviews on HRM effectiveness focus on definitions and measurements. Using a systematic literature review, this paper systematically organizes HRM research topics based on three aspects, i.e., measurement methods, influencing factors, and results, builds a theoretical framework for HRM effectiveness, and proposes research prospects. The results of this study can be used as a reference for existing research in the field of HRM effectiveness and can also provide direction for in-depth follow-up studies.

2. Definition of Connotation and Research Design

2.1. Connotation Definition

In 1954, Drucker [16] was the first to propose and clearly define the concept of “human resources”, which is a special resource that has to be exploited through effective incentives and brings visible economic value to a company. Since then, human resources and HRM effectiveness have received extensive attention from the academic community. For example, Barney [17] regarded human resources as one of the sources of sustainable competitive advantages of enterprises, while Zhao [18] pointed out that HRM is the effective development, rational utilization, and scientific management of this special resource. “Efficacy” is mostly translated from the English words efficiency, effectiveness, and other central terms for evaluating and measuring performance [19]. Drucker [20] proposed that management effectiveness should focus on “doing the right thing”, which refers to the extent to which the output of the system reaches the predetermined goal after the input of resources, and that management efficiency should focus on “doing things right”, which refers to the use of finances, human power, and material power and information resources to ensure that the output is greater than the input. For the definition of management effectiveness, the current academic community recognizes that effectiveness is the degree of achieving goals through management [21].
Existing studies mainly define enterprise HRM effectiveness from the output of enterprise HRM activities (Table 1). Some of the literature uses different expressions for enterprise HRM effectiveness, such as efficiency, effectiveness, effect, validity, performance, and value. Although scholars have different views on the details of the definition of enterprise HRM effectiveness, studies published in English journals focus on the perception of HR service users [22] or the delivery of HR activities [23], while studies in Chinese journals focus more on the contribution made by HRM to enterprises [15]. However, they basically focus on the output of human resource activities and the relationship between HRM activity output and organizational goals [15]. They all propose that enterprise HRM effectiveness is the outcome of enterprise HRM activities and can be used as an indicator to evaluate the attainment of HRM goals [24]. In this study, enterprise HRM effectiveness is defined as the extent to which enterprises achieve business goals through various HRM practices (overall planning, recruitment, remuneration, development, evaluation, and incentive activities). From the perspective of connotation, enterprise HRM effectiveness focuses on the efficiency generated by an enterprise through HRM; from the perspective of characteristics, enterprise HRM effectiveness is measurable, but concepts and indicators that have different meanings from the perspective of different people are difficult to incorporate into an assessment of HRM effectiveness.

2.2. Retrieval Strategy and Literature Samples

To systematically review the research on HRM effectiveness in enterprises, using the above definition of HRM effectiveness in enterprises, the CSSCI (China Social Science Citation Index) database of the “China Knowledge Network” and the core collection SSCI (Social Science Citation Index) of the “Web of Science” were used to conduct a literature search (Table 2). A total of 284 papers in Chinese and 298 papers in English were retrieved. We manually screened and filtered the titles, abstracts, and keywords one by one and manually excluded nonresearch papers, such as conference reviews, book reviews, interviews, written conversations, academic debates, announcements, and editor notes, as well as duplicate papers. Ultimately, 218 papers were used as research samples. Among them, 106 papers were published in Chinese, and 112 papers were published in English.

2.3. Literature Review Research Methods and Tools

To more systematically present the development trends in disciplinary knowledge and in the main research topics, bibliometrics and a systematic literature review were combined. Bibliometric analysis, as one of the main research methods of scientometrics, uses the knowledge domain as an object to visualize and quantitatively analyze the development process and structure of scientific knowledge and to mine knowledge evolution trends and research hotspots. Tools such as CiteSpace, VOSviewer, SciMAT, and Sci2 are commonly used to assist in knowledge graph analysis. Among them, CiteSpace, with its good visualization and large data analysis capabilities, is a more comprehensive and suitable software for bibliometric analysis [35]. Systematic literature reviews can integrate a large number of broad studies and help to provide a comprehensive diagram of the research topic [36,37]. This study integrates the advantages of the two methods and uses CiteSpace software to explore the research development patterns and hotspots in the field of enterprise HRM effectiveness to systematically, comprehensively, and vividly explain the current state of the art of enterprise HRM effectiveness research. The research flowchart is shown in Figure 1.

3. Overview of the Research Evolution and Themes

3.1. Research Evolution

Interest from foreign researchers in enterprise HRM effectiveness began in the 1920s [38], but the concept of enterprise HRM effectiveness was formally proposed in the 1980s [1]. Since the concept was proposed more than 30 years ago, scholars in China and abroad have carried out extensive research in this field. As seen in Figure 2, there has been an overall increase in research on HRM effectiveness in enterprises. Prior to 2019 (inclusive), research in the field of HRM effectiveness in enterprises matured through early theoretical construction, the development of measurement methods, and research on causes and effects. However, starting in 2020, with the development of enterprise HRM practices (such as employee experience, etc.) and the emergence of big data-based research methods (such as text analysis, etc.), a new focus on corporate HRM effectiveness emerged in the academic community [39]. With the implementation of enterprise HRM activities, such as digital transformation and improvements in academic research methods, the current research in this field has bottlenecked, and innovation and development are urgently needed to continue achieving breakthroughs in practice.
Research on HRM effectiveness in enterprises was carried out earlier in foreign countries than in China [40], with the gradual initiation of studies in China in 1998 through participation in foreign studies [13], which is consistent with the conclusion of previous studies on Chinese human resource management [41]. As seen in Figure 3, in the first two periods, domestic research improved in conjunction with participation in foreign research [4]. As time has progressed, domestic and international studies have basically been equivalent. The research on HRM effectiveness can be roughly divided into three evolution stages on the basis of the content characteristics of the different time periods, as shown in Figure 3. In general, in terms of the theories and methods involved in the studies, most of the Chinese papers adopted the concepts and measurement methods developed by English papers. In terms of research topics, English papers focus on the relationship between enterprise HRM effectiveness and factors from both the enterprise and employee. Comparatively, Chinese papers focus more on enterprises than employees. This may be explained by cultural differences, as previous studies have shown that Chinese culture pays more attention to the collective [42].
  • Theoretical construction period (from 1988 to 1998 in foreign countries and from 1998 to 2008 in China). The studies in this period mainly focused on theoretical research, i.e., the theoretical construction of the connotation of enterprise HRM effectiveness [13,43]. The main theories used in these studies were mostly derived from human capital theory and strategic HRM theory. The aims of the studies focused on the theoretical basis of enterprise HRM effectiveness and its relationship with enterprise performance and organizational performance. In terms of topics, English papers focus on research methods, models, and the effects on enterprises and employees, while Chinese papers have paid more attention to related theories and the impact on enterprises.
  • Explosive growth period (from 1999 to 2017 in foreign countries and from 2009 to 2017 in China). In this period, on the basis of previous theoretical constructions, empirical research methods gradually increased [44,45]. The research mainly focused on the measurement of enterprise HRM effectiveness and the relationship between human efficiency and more detailed internal variables, such as enterprise culture, enterprise strategy, enterprise system, enterprise innovation, social responsibility, and knowledge management. In terms of topics, the English papers have mainly focused on the impact of HRM effectiveness on organizations and employees. Chinese studies focus on the relationship between HRM effectiveness and enterprise factors, and further qualitative research emerged.
  • Knowledge deepening period (2018 to present). During this period, qualitative and empirical methods were mainly employed, and new methods based on big data and artificial intelligence emerged [46]. The focus of these studies was gradually refined from mid-term measurements and impacts on the internal aspects of an enterprise to the work experience and social responsibility of employees [12]. Research during this period also began to address the impact of external national policies on enterprise HRM effectiveness and the impact of enterprise HRM effectiveness on the performance of external capital markets. In terms of topics, the English literature focuses on the relationship between HRM effectiveness and enterprise factors, such as commitment and a work performance system, while the Chinese literature focuses on the relationship between HRM effectiveness and the performance of enterprises in the capital market, and gradually increases the content of employee welfare and employee experience.

3.2. Distribution of Research Topics

Keyword analysis of a sample helps to reveal the key research topics in a research field. As seen in Figure 4, the research topics in this field are relatively independent in China, such as the study of enterprise HRM effectiveness measurements alone [15] or the relationship between enterprise HRM effectiveness and other variables [12]. Compared to studies in other countries, studies in China tend to focus on several themes of enterprise HRM effectiveness at the same time [23]. Domestic and international studies have focused on the relationship between human HRM effectiveness and performance. Foreign studies have also focused on the impact of the application of electronic human resource (E-HR) on enterprise HRM effectiveness, while studies in China have focused more on HRM effectiveness evaluations and actual management situations. Combined with the overall distribution of keywords shown in Figure 4, the research topics in the field of HRM effectiveness in domestic and foreign enterprises mainly focus on the following aspects.
(1)
Measurement of enterprise HRM effectiveness. Scholars in China and abroad have developed a variety of measurement questionnaires or measurement models to assess enterprise HRM effectiveness from different perspectives. Existing studies have researched HRM effectiveness from different perspectives, e.g., subjects and cycles [23,47]. Some scholars also reviewed methods to measure enterprise HRM effectiveness [15].
(2)
Influencing factors of enterprise HRM effectiveness. The domestic and foreign literature has explored various aspects of the organizational culture of enterprises, the relationship between human resources departments and business managers [48], employee emotion management [49], and technology [50] and investigated the impact of the above factors on HRM effectiveness. As seen in Figure 3, employee experience and participation are frontier topics that have attracted attention in recent years.
(3)
The effect of enterprise HRM effectiveness. Existing studies not only investigate the impact of HRM effectiveness and organizational performance at the enterprise level [5] but also explore the role of enterprise HRM effectiveness from aspects such as employee behavior and performance output [51]. As seen in Figure 3, capital market, investment efficiency, and enterprise social responsibility [12] are the frontier topics that have been explored.

4. The Main Content of Enterprise Human Efficiency Research

4.1. Measurement Methods

Peter Drucker said, “Only measurable things can be effectively managed”. Therefore, although there are challenges in the measurement of enterprise HRM effectiveness, such as the ambiguity and measurement scope of the HRM process itself [22], scholars are still committed to assessing enterprise HRM effectiveness to find an appropriate and effective measurement method. Overall, there are more than 20 human resource measurement methods [15]. Measurement methods have focused on the short-term efficiency or the effectiveness of medium- and long-term goals and whether measurements are based on the human resources function department or overall HRM activities; the commonly used enterprise HRM effectiveness measurement methods are summarized and analyzed in Table 3.
The main methods for measuring enterprise HRM effectiveness are basically derived from the results of foreign research. The commonly used methods include the human resource index developed and designed by Schuster [52], the stakeholder model proposed by Tsui [47], and the human resource scorecard based on the balanced scorecard proposed by [44]. Domestic scholars mostly adjust the methods described in foreign studies to suit their research needs [11,14,38], and some scholars [53] have attempted to develop their own measurement methods.
As seen in Figure 5, the methods of measuring enterprise HRM effectiveness have been continuously developed with advancements in HRM and the evolution of research. The evolution of this field of study can be divided into the following four stages. (1) HRM existed in the form of labor management before it was known by the public and primarily involved personnel management [54] (late 19th century to early 20th century). HRM was in the embryonic stage, with the possibility of measuring enterprise HRM effectiveness in the future; the measurement of enterprise HRM effectiveness was in a practical preparation period. (2) From the 1950s, the concept of “human resources” was introduced, and, in the 1980s, HRM was introduced. At this stage, scholars began to measure the HRM effectiveness of enterprises and explored the inclusion of enterprise HRM effectiveness in financial statements or the adoption of goal decomposition in attempts to measure enterprise HRM effectiveness, i.e., an exploratory period. (3) In the early stages of strategic HRM (after the 1980s), many in-depth studies were conducted on enterprise HRM effectiveness from various perspectives, such as human resource projects [55], financial indicators [56], and the overall evaluation of human resource work [57], and enterprise HRM effectiveness measurements entered a stage of robust development. In the late stages of strategic HRM, enterprise HRM effectiveness measurements began to draw on methods used in other fields, such as the Bayesian method, entropy theory, fuzzy evaluation [58], and other theories and methods, and human efficiency measurements entered a comprehensive evaluation period. The measurement of HRM effectiveness in enterprises has transitioned through the above several periods and has matured, with more detailed measurement indicators, more diversified data acquisition methods, and more refined measurement methods and models [11]. Subsequently, the methods for measuring enterprise HRM effectiveness were basically adopted or modified based on the methods proposed in the aforementioned period.

4.2. Influencing Factors

The literature on the influencing factors of enterprise HRM effectiveness can be divided into four categories: enterprise level, employee level, human resource department level, and technical level. Among them, the factors at the enterprise and employee levels are the main factors with obvious influencing effects. Factors at the HR department level are secondary, and the impact is relatively small compared with the impact of the factors at the enterprise and employee levels.
(1)
Factors at the enterprise level. The factors that affect enterprise HRM effectiveness at the enterprise level can be classified as follows: strategy, management, and institutional culture. ① In terms of strategy, research suggests that enterprise human resource strategic engagement and adaptability, as well as the degree of human resource activities, have an impact on enterprise HRM effectiveness. For example, ref. [59] found that a strategic HRM engagement structure has a significant positive effect on enterprise HRM effectiveness. ② In terms of leadership, research suggests that management flexibility, team decision making and procedures, and management style with business executives assuming a participatory role will lead to improvements in enterprise HRM effectiveness. In addition, a management style that respects human nature, with shared leadership, or transactional and transformational leadership can have positive impacts on HRM effectiveness. For example, Sun et al. [60] found that, in different life cycles of enterprises, different leadership styles have impacts on enterprise HRM effectiveness. ③ In terms of institutional culture, studies have found that employee care policies and enterprise culture, such as employee welfare and career guidance, have a positive impact on enterprise HRM effectiveness. For example, Chang [61] noted that there is a positive correlation between commitment to human resources and enterprise HRM effectiveness.
(2)
Factors at the employee level. At the employee level, the factors that affect a company’s HRM effectiveness can be divided into two major categories: employee perception and attitude and behavior. ① Regarding employee perception, current studies have confirmed that employees’ perception of organizational support, HRM systems, and organizational commitment all affect enterprise HRM effectiveness. For example, Ma, Lin and Wu [12] found that employees’ perception of enterprise social responsibility affects enterprise HRM effectiveness. ② Regarding the attitudes and behaviors of employees, existing studies have found that employee mobility and emotional engagement have impacts on human performance. For example, ref. [55] found that the employee turnover rate will have an impact on enterprise HRM effectiveness and that enterprises can also improve enterprise HRM effectiveness by recruiting more star employees [62].
(3)
Factors at the HR department level. The HR department has the following three impacts on HRM effectiveness. ① In terms of skills, existing studies suggest that the professional skills and business skills of HR personnel can affect enterprise HRM effectiveness. For example, Li and Su [21] propose that the professional level of HRM personnel will have an impact on enterprise HRM effectiveness. ② In terms of HRM personnel interactions with personnel in other departments, the HR’s interdepartmental social capital [48], cooperative relationship with business units [63], and satisfaction with cooperation are also related to enterprise HRM effectiveness. ③ In terms of the role of HRM personnel, the strategic participation of HR personnel in enterprise activities and their role expectations and effectiveness at different stages have different impacts on enterprise HRM effectiveness under different interaction conditions [4].
(4)
Factors at the technical level. Studies generally propose that the adoption of electronic HRM and human resource information systems and the application of big data technology can have impacts on enterprise HRM effectiveness. For example, through an empirical study, Obeidat [64] found that the adoption of E-HRM improved enterprise HRM effectiveness at the policy and practice levels, but the studies by Bissola and Imperatori [65] and Al-Harazneh and Sila [66] showed that the results of E-HRM were not always completely positive or negative. E-HRM has improved the perceived internal efficiency of HR departments, but it has no impact on the organizational commitment of employees.

4.3. Affects

According to a process model of HRM research, enterprise HRM will affect the subjective experience of employees, in turn affecting the behavioral responses of the employees and, ultimately, have an impact on the enterprise. Because enterprise HRM effectiveness is the resultant manifestation of enterprise HRM, the literature on the effects of enterprise human efficiency mainly focuses on the enterprise and employee levels. The effect of human efficiency is reflected at the enterprise level, but the results of the research on the direction of the effect are not completely consistent. To a certain extent, enterprise HRM effectiveness can also affect employees, and most studies have shown positive results.
(1)
Enterprise level. There are two main types of impacts of enterprise HRM effectiveness at the enterprise level. ① Regarding the impact on enterprise performance, most scholars propose that enterprise HRM effectiveness has a positive impact on market performance, organizational performance, and innovation performance [5]. However, some scholars propose that the relationship between enterprise HRM effectiveness and enterprise performance is debatable. For example, Guest [67] argues that there is not a necessary correlation between HRM effectiveness and enterprise performance. The reason for the different conclusions may be that the HRM levels of the enterprises are relatively low or that the number of longitudinal research samples is relatively small, making it relatively difficult to find such a relationship. ② Regarding the impact on organizational innovation, studies have found that enterprise HRM effectiveness has a significant positive impact on organizational innovation and independent innovation capabilities. For example, Wang et al. [68] found that human performance affects the success of new products.
(2)
Employee level. Enterprise HRM effectiveness mainly affects employees in two ways. Existing studies have shown that enterprise HRM effectiveness can affect employee behavior through employee attitude and perception, which in turn affects employee performance. ① Regarding attitudes and perceptions of employees, enterprise HRM effectiveness has an impact on employee satisfaction, the perceived atmosphere of labor–capital relationships, and employee well-being. ② Regarding employee behavior and performance, enterprise HRM effectiveness will affect employee learning and performance orientation, resulting in more organizational citizenship behavior, fewer turnover rates, and improved employee breakthrough creativity and performance. For example, a study by Hu and Mao [7] found that different enterprise HRM effectiveness brought different results to employees’ sense of job well-being.

5. Research Conclusions and Prospects

5.1. Research Conclusions

In this study, 218 SSCI and CSSCI papers from 1975 to 2021 were used as the research sample. Herein, a bibliometrics and systematic literature review were used to organize and analyze the sample and to comprehensively and systematically summarize the literature in the field of enterprise HRM effectiveness. A theoretical framework of HRM effectiveness (Figure 6) was obtained. The main conclusions of this study are as follows.
(1)
From the perspective of research evolution, research in China is basically carried out on the basis of foreign research. Domestic and foreign studies can be divided into three stages on the basis of content during each time period: the theory construction period, the explosive growth period, and the deepening of knowledge period. Currently, the field of HRM effectiveness research is becoming mature and awaiting innovation. From the perspective of the distribution of research topics, the main domestic and foreign studies in the field of enterprise HRM effectiveness have focused on measurement methods, influencing factors, and results. Among them, employee experience and participation, enterprise investment efficiency, and social responsibility are frontier topics that have received more attention in recent years. One difference is that domestic research topics are relatively independent and foreign research topics are relatively closely related.
(2)
In terms of measurement methods, the methods for measuring HRM effectiveness have multiangle and multicategory characteristics. Commonly used measurement methods are derived from or revised from foreign research methods, such as the human resource scorecard, human resource index, and personnel maturity model. From the perspective of type, the methods for measuring enterprise HRM effectiveness can be divided into four categories: function-efficiency, function-effectiveness, enterprise-efficiency, and enterprise-effectiveness. More attention is given to the enterprise-effectiveness category and less attention is given to the functional-efficiency category. From the perspective of time evolution, enterprise HRM effectiveness measurement methods continue to evolve with advancements in HRM practices and research. After transitioning through the preparation period, measurement exploration period, development deepening period, and comprehensive evaluation period, enterprise HRM effectiveness measurement methods have become more mature in terms of measurement indicators, data acquisition methods, measurement methods, and models. In the literature, the methods involved in the measurement of enterprise HRM effectiveness are basically derived from the research results from these four periods.
(3)
Influencing factors. The influencing factors for enterprise HRM effectiveness can be categorized into four levels: enterprise, employees, HR department, and technology. Among them, the enterprise and employee levels account for the main factors, including strategy, management, institutional culture, and employee perception, behavior, and attitude. The HR department level and the technical level also have impacts on enterprise HRM effectiveness, involving the skills of professionals, the relationship with a company’s strategy and business departments, and the E-HR system, big data technology, and other technical applications.
(4)
Outcomes. Enterprise HRM effectiveness mainly affects enterprises and employees. The effect on the enterprise level is more obvious because there may be an impact on enterprise performance and organizational innovation. The impact of enterprise HRM effectiveness on employee attitude, perception, behavior, and performance output is mainly explored at the employee level.

5.2. Research Prospects

In summary, research in the field of enterprise HRM effectiveness has achieved relatively informative research results, laying a good theoretical basis for subsequent research, but it still needs to be further explored in theory. Currently, with the rapid development of science and technology and rapid economic and social changes, under the new labor ecosystem [69], a large number of enterprises have applied new HRM technologies and are ahead of theoretical research in the practice of enterprise HRM effectiveness. A large number of cases and data have emerged that also provide valuable materials for future research on enterprise HRM effectiveness. Based on this, the following future research topics are proposed.
(1)
Enterprise HRM effectiveness measurement method. Due to the difference in the content and importance of HR work in enterprises, scholars have different perspectives on the study of HRM effectiveness. Therefore, the existing measurement methods are not standardized, and measurement methods from different starting points all have a certain degree of one-sidedness. In view of this, one of the future research directions is to optimize and improve measurement methods. Because external data are difficult to obtain, original measurement methods do not adequately compare enterprises. However, in the era of big data, data from external companies are relatively easier to obtain. Therefore, in the future, the optimization of original measurement methods and improvements in measurement methods in terms of data comparability and operability will help enterprises understand their own management level and examine internal management problems.
(2)
Influencing factors of enterprise HRM effectiveness. First, with the rapid changes in the economic environment and the occurrence of crises, HRM has also undergone great changes. Under the background of ageing and digital intelligence, a new generation of employees has entered the workplace and has become the main force through which enterprises gain competitive advantages [70]. Enterprises continue to experiment with diversified employment practices, such as the gig economy [71] and employee sharing, and the use of new HRM technologies [72]. Future research can focus on the changes in the impact of employee-level factors or existing factors on enterprise HRM effectiveness under the new environment. Second, in the context of the rapid development of science and technology [73], which has had a substantial impact on HRM, the impact of new technological factors (such as artificial intelligence) on enterprise HRM effectiveness should also be the focus of future studies [74].
(3)
The outcomes of enterprise HRM effectiveness. Efficient HR can bring benefits to both employees and enterprises, a finding that is supported by HRM theory and the research literature. However, using effectiveness measurements and analyzing HR in a targeted manner to improve enterprise decision making is more important than ever in this era of VUCA. Management makes decisions more frequently, and departments such as marketing and finance have proven methods to generate information that is useful for business decisions. However, HR departments must shift the focus from the work it does to the decision making it supports [75]. However, currently, there are few studies on enterprise HRM effectiveness from the perspective of enterprise decision making. Additionally, it will also be interesting to discuss the impact of enterprises’ actions to improve HRM effectiveness on their employees. While improving the HRM effectiveness, whether enterprises will reduce the demand for jobs and personnel or invest resources in the development of employees for better performance and creativity is an aspect worthy of attention. It should also be concerned about the impact of the employee turnover rate, job happiness, and procedural fairness after the improvement of enterprise HRM effectiveness.

Author Contributions

Conceptualization, X.Y. and J.H.; methodology, X.Y.; software, X.Y.; validation, X.Y., S.Y., J.H. and J.D.; formal analysis, X.Y.; writing—original draft preparation, X.Y.; writing—review and editing, X.Y., J.H. and J.D.; visualization, X.Y. and J.H.; supervision, S.Y.; project administration, S.Y.; funding acquisition, S.Y. All authors have read and agreed to the published version of the manuscript.

Funding

This research was funded by the National Natural Science Foundation of China under grant number 71872130.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

Not applicable.

Conflicts of Interest

The authors declare no conflict of interest.

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Figure 1. Research route design.
Figure 1. Research route design.
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Figure 2. Published trends in the field of enterprise HRM effectiveness research.
Figure 2. Published trends in the field of enterprise HRM effectiveness research.
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Figure 3. Keyword time zone view in the field of enterprise HRM effectiveness.
Figure 3. Keyword time zone view in the field of enterprise HRM effectiveness.
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Figure 4. Distribution map of important research topics in the field of enterprise HRM effectiveness.
Figure 4. Distribution map of important research topics in the field of enterprise HRM effectiveness.
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Figure 5. Evolution of measurement methods of enterprise HRM effectiveness.
Figure 5. Evolution of measurement methods of enterprise HRM effectiveness.
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Figure 6. The theoretical framework of the study of enterprise HRM effectiveness.
Figure 6. The theoretical framework of the study of enterprise HRM effectiveness.
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Table
Table 1. Main Definitions of HRM effectiveness.
Table 1. Main Definitions of HRM effectiveness.
AuthorTimeDefinitions of HRM Effectiveness
Tsui [1]1984Effectiveness of the personnel department as a subunit of an organization
Hitt et al. [24]1986It is used to evaluate the degree to which human resource management activities can achieve management objectives
Ulrich [22]1989Users’ perception, practice effectiveness, and degree of support for the organization of human resource service
Walker and Bechet [25] 1991The efficiency and effectiveness of human resources in the context of corporate strategic human resources
MacDuffie [26]1995Completion status of human resource management project
Delery and Doty [27]1996The role of human resource management in organizational strategy
Huselid et al. [23]1997Delivery of high-quality technical and strategic human resource management activities
Richard and Johnson [5,28]2001The unique contribution degree of human resource activities to create enterprise human capital
2004Satisfaction with human resource activities in a business or other organization
Lawler and Mohrman [29]2003The effectiveness of human resource activities and the degree to which they meet the needs of the enterprise
Wen-cheng Zhou
and Shu-ming Zhao [30]		2004The output achieved by human resource management activities
Zheng-tang Zhang [31] 2006It is the effect of human resource management activities and the intermediate variable between human resource management and enterprise performance
Huan-rong Li
and Fu-sheng Su [32]		2009The contribution of human resource management to the enterprise under certain environmental conditions
Zhi-ming Fu [33]2010It is the unity of efficiency and effect
Talebnia and Dehkordi [34]2012The degree to which goals are achieved and the satisfaction with human resources
Table
Table 2. Search criteria for data samples.
Table 2. Search criteria for data samples.
Search ItemsSearch Samples
Sample typeChineseEnglish
Search date31 December 2021
Time span1975–2021
DatabaseCSSCI databaseSSCI database
TitleInclude(‘human effectiveness’ +’human resources’ + ‘human resource management’ + ‘human capital management’ + ‘personnel management’ + ‘talent management’) * (‘ effectiveness’+’ efficiency’ +’effect ‘+’ benefit’ +’results’ +’levels’ +’quality evaluation ‘+’contribution ‘+’ pragmatic ‘+’output ‘+’value’ +’measurement ‘+’value’)(HR or “human resource” or “manpower resource” “human resource management” or “human capital management” or “person* management” or “talent management” ) AND (efficiency or effect* or efficacy or result* or benefit or level or quality or evaluation* or appraisal* or estimation* or contribution* or output* or measure* or value)
Not‘sense of effectiveness’ +’province’ +’city’ +’region’ +’area’ +’public’ +’ university’ +’teacher’ + ‘rural’+ ‘government’sense or province* or city or region* or public or college* and university* or teacher* or country or village or government*
initial sample284 papers298 papers
final sample106 papers112 papers
“*” can represent single character or multiple characters.
Table
Table 3. Summary of the characteristics of measurement methods of enterprise HRM effectiveness.
Table 3. Summary of the characteristics of measurement methods of enterprise HRM effectiveness.
TypesConcernsAdvantagesWeaknessesRepresentatives
Function-EfficiencyFocus on inputs and outputs that can be quantified by the HR department or projectAbility to quantify the efficiency of human resource department①Incomplete evaluation
②Indicators are not easy to quantify
③Neglect of long-term and hidden performance		①HR cost control
②Input–output ratio analysis
③Target achievement rate of a human resource activity…
Function-EffectivenessFocus on the service and professional level of HR department①HR service level can be measured
②Low implementation cost		①Evaluation is too subjective
②Low link with performance and output		①Stakeholder model
②HR reputation
③HR target management…
Enterprise-EfficiencyFocuses on quantifiable inputs and outputs of HR at the enterprise level①Can reflect the appreciation of human capital
②Easy to operate, linked to financial performance		①Ignore long-run and hidden output
②Data do not reflect management timely		①HR Scorecard
②HR Accounting
③HR profit center…
Enterprise-effectivenessFocuses on the contribution of HR practices to the achievement of corporate goalsIt can comprehensively reflect the HR situation of the enterprise①Multiple qualitative indicators
②Wide range of assessment
③High cost
④Heavy workload		①HR index
②Personnel maturity model
③Organizational health reporting…
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Yang, X.; Yan, S.; He, J.; Dong, J. Review and Prospects of Enterprise Human Resource Management Effectiveness: Bibliometric Analysis Based on Chinese-Language and English-Language Journals. Sustainability 2022, 14, 16112. https://doi.org/10.3390/su142316112

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Yang X, Yan S, He J, Dong J. Review and Prospects of Enterprise Human Resource Management Effectiveness: Bibliometric Analysis Based on Chinese-Language and English-Language Journals. Sustainability. 2022; 14(23):16112. https://doi.org/10.3390/su142316112

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Yang, Xiaowei, Shumin Yan, Jiang He, and Junjie Dong. 2022. "Review and Prospects of Enterprise Human Resource Management Effectiveness: Bibliometric Analysis Based on Chinese-Language and English-Language Journals" Sustainability 14, no. 23: 16112. https://doi.org/10.3390/su142316112

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