The effect of explorative and exploitative skills on innovation process during the merger of public research organizations

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.

The “new normal” era has made remote work the new standard, making the use of artificial intelligence (AI) increasingly important. Therefore, this study aims to investigate employee perceptions of change leadership in the application of AI that affects employee engagement and productivity according to the resource-based view (RBV). Of the 467 respondents who worked in the banking industry in West Sumatra province, Indonesia, only 359 met the eligibility requirements. The partial least squares (PLS) analysis shows a direct relationship between AI and employee engagement (p < 0.05) and productivity (p < 0.05), as well as employee engagement and employee productivity (p < 0.05). The effect of AI on employee productivity is mediated by employee engagement (p < 0.05), but the moderating effect provided by change leadership is not significant (p > 0.05) in increasing employee productivity. These findings will help managers create a positive work environment through the application of AI, resulting in higher employee engagement and productivity. Specifically, these findings help organizations integrate AI more effectively and provide managers with a comprehensive understanding of the considerations needed to increase productivity through employee engagement for organizational competitiveness.

Acknowledgment
The authors thank Universitas Negeri Padang for helping finish this article. We also appreciate the cooperation and support of each member.

The crisis caused by COVID-19 has increased interest to the subject of integrity in organizations. The purpose of this study is to conduct a comparative analysis of the opinions on the value of honesty, broken down by the group of supervisors and subordinates during the crisis caused by COVID-19. The analysis was carried out in Poland among undergraduate students pursuing a bachelor’s degree in fields representing disciplines other than management. The paper used a survey method; 102 respondents took part in the survey. 9.52% of men and 5.00% of women in the group of subordinates did not have opinions on this subject. In the group of supervisors, the situation was completely opposite: 6.25% of women and 4.76% of men showed such a result. Significant discrepancies were noticed in the assessment of the importance of honesty depending on the education field of the respondents. The difference between the highest assessments of the importance of this value was 33.70 percentage points in the supervisors’ group, and 38.64 percentage points in the subordinates group. Drawing attention to this problem, which affects all participants of an organization to a different extent, may help to shape the ethical attitudes of future managers and, in consequence, manage their organizations better.