Programa del congreso

This study aims to contribute to the professionalization of human resource management by identifying emerging technical competencies in a rapidly evolving and digitalized work environment. We analyze job postings from recruitment platforms such as InfoJobs and LinkedIn to identify the most in-demand technical competencies for HR professionals. In addition, using Cranet survey data and examining HR career development plans and professional association guidelines, we compare the roles and functions of HR professionals in three distinct contexts—Spain, UK, and USA— We adopt a contextual perspective to explore the profession’s evolution and its adaptation to digital transformation and socio-institutional changes. This study contributes to the training and development of HR professionals by providing an updated framework that integrates the technical competencies needed to navigate the challenges of today’s dynamic work environment. It also serves as a guide for updating HR career plans and it supports organizations in adapting to digital transformation and workforce shifts, ensuring that HR professionals are equipped with the necessary skills to drive organizational success.

La presente investigación tiene como objetivo principal hacer una revisión sistemática de la literatura que permita identificar los factores clave en la implementación de inteligencia artificial (IA) en los procesos de recursos humanos.

Con este fin se ha realizado una revisión sistemática de la literatura en bases de alto impacto científico (SCOPUS, Web of Science) de todos los artículos que contuvieran una combinación de palabras clave de RRHH y de IA. Esta revisión se ha llevado a cabo mediante el uso de técnicas de IA y del modelo Transformer se calculó la similitud de los títulos y abstracts con los conceptos IA y RRHH. Fijando un umbral de similitud del 40% se redujo el listado de referencias inicial de 87.780 a 350 artículos.

Las conclusiones de la revisión de la literatura anticipan una clasificación de teorías y variables clave en la implementación de IA en el área de recursos humanos, que aporten información relevante sobre indicadores de eficiencia en los procesos de implementación.

Objectives:

This study examines the impact of secure base leadership on job crafting and its subsequent effects on employee well-being and performance. It tests whether secure base leadership fosters proactive role redesign and if individual factors (need for autonomy, proactive personality) moderate this relationship, with job crafting mediating the link to enhanced well-being.

Theoretical Framework:

Drawing on self-determination theory, social cognitive theory, and the job demands–resources (JD-R) model, the research conceptualizes secure base leadership as providing a safe, resource-rich environment that empowers employees to adapt and redesign their roles.

Methodology:

A mixed-methods approach will be employed. Quantitative data will be gathered via structured questionnaires assessing secure base leadership, job crafting, need for autonomy, proactive personality, and well-being. Structural equation modeling and moderated mediation analyses will test the proposed relationships. Complementary in-depth interviews with managers and employees will provide contextual insights.

Results/Implications:

Preliminary findings suggest that secure base leadership significantly enhances job crafting, particularly among employees with high autonomy needs and proactive traits, leading to improved well-being and performance. These results emphasize the importance of supportive leadership practices in fostering an adaptable, engaged workforce and offer valuable implications for leadership development and organizational design.

As multinational corporations enforce Return-to-Office (RTO) policies, line managers play a crucial yet understudied role in their implementation. Positioned between senior leadership and employees, line managers navigate tensions between enforcing policies and addressing subordinates' concerns. Drawing on managerial agency in HRM and role orientation theory, this research investigates how line managers interpret and implement RTO policies (RQ1) and whether gender influences their challenges and behaviors (RQ2). Using qualitative methods, semi-structured interviews will be conducted with male and female managers in organizations undergoing RTO. This study contributes to HRM literature by shifting the focus from employees to managerial agency and examining gendered differences in policy implementation.

Although it is widely recognized that organizational subcultures impact a variety of organizational outcomes, research on this construct has stagnated, remaining incomplete, scattered, and unstructured. The lack of a structured approach has hindered scholarly progress on organizational subcultures, which suffer from a fragmented theoretical foundation, diverse definitions and operationalizations, and a lack of cohesion regarding the settings in which they are studied—making it challenging to generalize findings. In this paper, we review the current state of organizational subcultures research, highlighting the absence of a comprehensive theoretical framework. Such a framework is crucial as the internal and external contexts of organizations grow increasingly complex. To clarify what organizational subcultures are, how they emerge, and the mechanisms through which they exert influence, we conducted a systematic literature review to consolidate existing knowledge into a common framework that can guide future research in the field. Using thematic content analysis, we categorized the findings into three distinct dimensions: (1) multi-level factors contributing to subculture formation, (2) mechanisms of subcultural influence, and (3) influence on a multi-level array of outcomes. From this perspective, we propose a unifying framework, and we suggest directions for future research.