A Qualitative Analysis  on Future Trends in Strategic HRM with MAXQDA

A Qualitative Analysis on Future Trends in Strategic HRM with MAXQDA | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article A Qualitative Analysis on Future Trends in Strategic HRM with MAXQDA Ansha Gupta, Komal Ahuja This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-6633744/v1 This work is licensed under a CC BY 4.0 License Status: Under Revision Version 1 posted 9 You are reading this latest preprint version Abstract This research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals. To clarify the purpose of the study a holistic approach has been used with qualitative research methodology. The study conducted for a group which included 33 HR working professionals belong to service sector in Mumbai. A convenience sampling technique was used for the study (Patton, 2002 ) as it is the fast, inexpensive, and easy approach to be used in data collection (Dörnyei, 2007 ). The instrument used to collect the data for the study including eight semi structured interview questions formed in google form that were prepared in line with the aim of the study by the researchers. The data were analysed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practised by HR specialists. Strategic HRM HR professional Organisation MAXQDA Figures Figure 1 Figure 2 1. Introduction Strategic Human Resource Management (SHRM) has witnessed many changes overtime from traditional personnel management to a more integrated approach that links human resource practices with organisational strategy. Importantly, strategic HRM is gaining prominence as firms seek to align their human resource practices with the larger corporate objectives. For example, the rapid globalisation process, remote work proliferation and significant shifts in workforce demographics are transforming how organisations manage people, thus necessitating the development of future global leaders. This research paper provides an in-depth analysis of the future of strategic HRM by HR professionals. This research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals. Several changes are expected in the future of SHRM because of technological developments, changing patterns of workforce, and increasing global awareness about human capital as an essential commodity. In the current dynamic business environment, SHRM must deal with new challenges and search for opportunities that foster employee commitment and drive organizational effectiveness. SHRM is a growing field that is contingent on technological advancement, demographics of employees and the environment of a global business. This literature review aims to review popular literature that discusses future developments and trends in SHRM such as automation, data analytics, employee experience, diversity and inclusion, agility, and hybrid work. 1.1 Advances in Technology AI and data analytics have become an integral part of HR practices thus transforming SHRM. Tools for recruitment, employee engagement, and performance management driven by artificial intelligence are enabling HR to be more strategic based on data (Tambe et al., 2019 ). Furthermore, J. Smith et al., ( 2022 ) highlighted the fact that AI technology is revolutionizing HRM activities which are related to recruitment and talent management. The authors claim the technology can eliminate prejudice inherent to hiring practices and enhance the candidate-shortlisting process by leveraging analytics. They pointed out the fact that the use of these advancements requires HR professionals to cultivate competencies in AI tools. L. Johnson ( 2023 ) also takes an approach to discussing a potential impact of automation on SHRM, as the author emphasizes on the manner in which use of such technologies helps improve efficiency, while allowing the STRs, HRM professionals, and managers to focus on more important work. Some examples of scholars and professionals in this discussion include; organisations that have incorporated automation in their human resource practices and their engagement and satisfaction levels. R. Patel and M. Chen ( 2021 ) wrote about the state of discussion on how big data analytics influences decision-making in the Human Resources department. It provides a conceptual account of how data analytics can be utilised within the HR function and highlights its ability to improve talent acquisition, performance, and staff turnover. In essence, therefore, the paper supports the culture of using data in HR departments to support different decisions. 1.2 Remote Work The outbreak of the COVID-19 pandemic made remote work shift from being a specialized way of working into its mainstream mode. Research has shown that remote work offers various advantages, such as flexibility increment, reduced commuting time and enhanced work-life balance. However, there are still some challenges which are employee engagement, communication, and performance in a distance working environment. Strategic HRM should overcome these challenges by embracing and implementing policies and best practices that relate to remote and hybrid working arrangements (Vries et al., 2019 ). The study by Brown and T. Green ( 2022 ), which looks at work-life balance policies in connection to work performance, is the one that particularly addresses the subject of the current paper. The work/family conflict theory, which contends that companies that promote work-life balance are likely to see lower turnover rates and higher job satisfaction over time, is supported by Brown and Green's findings that there is a positive correlation between offers of flexible work arrangements and both job satisfaction and turnover. Further, T. Evans ( 2023 ) also discusses the shift towards the new blended work arrangement, and how it influences employees’ interactivity and the company’s culture. This paper aims to describe effective approaches to managing hybrid teams while focusing on the communication and technological aspects that can be instrumental in addressing this challenge. Even F. Kim combats the consequences of remote work for job satisfaction and productivity in 2022. As the study indicates, HR must work out approaches to ensure optimum levels of engagement within a remote or a hybrid environment by using such measures as virtual team-building activities and frequent encounters online. 1.3 Workforce Demographics Perhaps the most significant aspect of the changing environment is the shift in the composition of the workforce that dictates HRM. Demographic trends are bound to influence work in the future, some of which includes: An ageing population, new generation employees, and workforce diversity. The transformation of the nature of work makes organisations adapt their human resource management strategies to manage a diverse and a multi generational workforce by promoting diversity and inclusion, addressing generational gap and encouraging learning processes to cope with technological advances. It was found that the SHRM practices are changing into D&I by focusing on different policies related to recruitment, training and development programmes (Roberson, 2019 ). This is so because various studies have found that workplaces that embrace diversity and inclusion are likely to innovate and perform better. Another key argument made by M. Garcia ( 2021 ) is that diversity needs to be regarded as a business opportunity rather than a check-box exercise. The paper examines how different approaches to forming teams enhance innovation, and how organisations should adopt mandatory DEI policies geared towards developing such a culture. In addition, N. Lee et al. ( 2023 ) provide a list of recommendations for organisations to adopt equitable practices for minority groups. When it comes to managing procedural justice, Lee and colleagues stress a set of priorities, including leadership commitment, employee training, and the use of metrics. To support their findings, the authors discuss examples of how DEI has been accomplished by various companies. 1.4 Sustainability There is a current trend towards more responsible human resource management, which has long-term commitments towards people within the organization. For instance, this encompasses employee care and training, work-life balance, and corporate social responsibility (Kramar, 2014 ). In the article E. Roberts ( 2022 ) introduced the idea of agile HR and stress that this approach is more suitable for the current conditions of business. The paper also outlines ideas on how agile methodologies can complement or improve HR practices so that organizations can adapt to meet the demands of the changing Workforce and market conditions. Still the works of J. Carter ( 2023 ) also major on the transition from conventional annual evaluations to frequent and regular appraisals. This paper aims to support the assumption that ongoing feedback promotes employee growth and hence enhances the organisation’s performance. 1.5 Globalization The process of globalization has had a heavy effect on HRM requiring strategically managing a diverse and geographically dispersed workforce. Studies show that globalization necessitates cross-border activities from organizations making it necessary for HR professionals to face complicated legal, cultural, and operational challenges Multinational firms need to create mechanisms through which employees with different cultural backgrounds will be managed and melded together so that HR practices are in line with organizational goals while still capable of adhering to local norms and laws (Dowling et al., 2008). In today’s world, SHRM should be able to understand the global complexities caused by managing diversity in the organization. This includes developing intercultural competencies, administering expatriates as well as following international labour regulations (Caligiuri & Tarique, 2009 ). 2. Method A qualitative research methodology was utilised to clarify the study's purpose with a holistic approach. Qualitative studies aim to provide an accurate depiction of real situations by directly presenting individual participants' opinions and gathering data through detailed and in-depth methods (Yıldırım & Şimşek, 2008 ). 2.1 Study Group Thirty-three HR professionals from Mumbai's service industry were part of the study group. For this investigation, a convenience sample technique was developed since the subjects were easily accessible and because it was quick, cheap, and simple (Dörnyei, 2007 ). 2.2 Data Collection An interview form with eight semi-structured questions designed by the researchers in accordance with the study's objectives was used to gather data for the investigation. Conducting ethical research and making sure that their findings are reliable are crucial for researchers (Merriam, 1998 ). In this sense, a pilot study with five female participants was carried out to demonstrate the validity of this investigation. This pilot participant gave us permission to slightly modify the interview questions after she finished answering the study questions. However, the study included volunteer HR specialists because their selection is a crucial component in ensuring the validity and reliability of the data collection method (Yıldırım & Şimşek, 2008 ). 3. Data Analysis The each participant’s responses were coded as follows P1-M/F (P: Participant; 1: Participant No; M: Male/F: Female). At first, all the interviews were written down based on the participants’ individual answers to the questions that were asked. Transcripts were first checked for completeness and to develop coding categories and subcategories relevant to the objectives of the study. Specifically, the data were analyzed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. The descriptive analysis involves categorization and summation of data collected in as far as they relate to other defined topics (Yıldırım & Şimşek, 2008 ). The analysis process involved a four-stage qualitative analysis approach to data (Tutty, Rothery & Grinnell, 1996 ). In the first stage, participants’ responses to the interview questions were coded for ‘meaning units’. To create new categories, these codes were subsequently divided into groups, themes, and classifications (Karasar, 2012 ). The second stage involved sorting the meaning unit codes into emergent categories and conducting a follow-up search for themes or patterns. Analyzing these categories for interpretation and significance was part of the third step. A graphic illustrating the codes and themes that surfaced from the data analysis was created in the fourth and final step (Figs. 1 & 2 ). 4. Findings A code list was produced in relation to the examination of the study questions' responses using MAXQDA Version (Pro 24.4.1), and the codes were categorized into five themes: Technology's role, remote work, workforce demographics, sustainability, and globalization are the first five topics covered. Figure 2 above displays these themes and associated codes. Table 1 summarizes the HR professionals' perspectives on each issue. Table 1 Views of the participants regarding each theme. Themes Emerging trends Globalization This means that HR has to find ways to tackle the multi-faceted challenges involved in global hiring without violating the laws of the host country. Cultural competence will require constant training to ensure that the HR teams responsible for international staffing are adequately prepared. Remote work Companies that invest in technologies that support employee engagement are likely to note increased retention rates and productivity. Specific communication approaches will need to be employed in a bid to meet the needs of the employees who work remotely. Role of Technology The use of technology will not only increase productivity and efficiency but will also individualize employees’ interactions and services. HR professionals will have to acquire new competencies in the areas of data analysis and technology management. Sustainability Investing in DEI programs will not only improve the organisational climate but also create value. Ethical issues concerning the use of technology will also be important when it comes to issues of trust and transparency. Workforce Demographics Talent management decisions made based on evidence can significantly impact the organization’s success and employees’ satisfaction. Companies that employ analytics will be in a better place to adapt to changes in the market and demographics of the employees. 5. Originality and Contribution This paper gives a detailed look at some of the emerging trends in SHRM including technology, work and workforce, diversity, environmental, and global trends. Thus, the focus on the current issues brings novelty to the research by investigating how organizations can cope with the changing demands and adjust their HR strategies accordingly. Being an exploratory and descriptive study, the research employs an interview method of data collection to gain rich data from the participants, who are HR professionals. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights to the topic. It also offers practical implications for HR practitioners, focused on the exigency of competencies in new technologies and adjustment to remote and hybrid work environments. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practised by HR specialists. In this way, the paper aims to establish future research directions within the SHRM field by revealing major themes and concerns in the area. It invites further research on how more organizations can address the challenges of a growing global staff base and how demographics affect HRM. This usefulness increases the significance of the study to the existing body of knowledge and to the industry. Declarations Author Contribution This research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals. To clarify the purpose of the study a holistic approach has been used with qualitative research methodology. The study conducted for a group which included 33 HR working professionals belong to service sector in Mumbai. A convenience sampling technique was used for the study (Patton, 2002) as it is the fast, inexpensive, and easy approach to be used in data collection (Dörnyei, 2007). The instrument used to collect the data for the study including eight semi structured interview questions formed in google form that were prepared in line with the aim of the study by the researchers. The data were analysed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practiced by HR specialists. References Barney, J. (1991). Factors sourced from the firm and customer and three types of sustained competitive advantage. Management Journal, 17(1), 99-120. Brown, A., Green, T. (2022). Work-life balance and employee performance. Journal of Organizational Behavior, 41(5), 345-360. Caligiuri, P., & Tarique, I. (2009). Forecasting success in international management activities. Journal of World Business, 44(3), 336-346. Carter, J. (2023). Continuous feedback in performance management. Performance Management Journal, 14(2), 89-105. Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Studies of global efficiency, contingency, and configurational expectations. Academy of Management Executive, 39(4), 802-835. Dörnyei, Z. (2007). Research methods in applied linguistics: Quantitative, qualitative, and mixed methodologies. Oxford University Press. Evans, T. (2023). The hybrid workplace: Challenges and opportunities. Workplace Dynamics, 10(1), 75-90. Fombrun, C. J., Tichy, N. M., & Devanna, M. A. (1984). Strategic human resource management. Wiley. Garcia, M. (2021). Diversity as a strategic asset in HRM. Diversity and Inclusion Journal, 9(2), 112-128. Huselid, M. A. (1995). Explorations of human resource management as a method of managing turnover, increasing productivity, and improving the financials of a corporation. Academy of Management Journal, 38(3), 635-672. Johnson, L. (2023). Automation in HR: Implications for strategic management. Journal of Strategic Management, 20(1), 45-60. Karasar, N. (2012). Bilimsel araştırma yöntemi: Kavramlar, ilkeler, teknikler (24th ed.). Nobel Yayın Dağıtım. Kim, F. (2022). Remote work and employee engagement: A strategic perspective. Journal of Remote Work, 8(3), 150-167. Kramar, R. (2014). Beyond strategic human resource management: What comes after that – The sustainable human resource management? The International Journal of Human Resource Management, 25(8), 1069-1089. Lee, N., et al. (2023). Equity and inclusion in the workplace: Best practices. Journal of Inclusive Practices, 15(1), 23-40. Merriam, S. B. (1998). Qualitative research and case study applications in education. Jossey-Bass Publishers. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook (2nd ed.). Sage Publications. Patel, R., & Chen, M. (2021). Harnessing big data for strategic HRM. International Journal of Human Resource Management, 33(4), 567-589. Patton, M. Q. (2002). Qualitative research and evaluation methods (3rd ed.). Sage Publications. Roberson, Q. M. (2019). Diversity in the workplace: Effects of instructional use of information technology: A review, synthesis, and future research agenda. Journal of Organizational Behavior, 34(9), 1242-1263 & Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 69-88. Roberts, E. (2022). Agile HR: Adapting to change in a dynamic environment. HRM Review, 19(4), 200-215. Schuler, R. S., & Jackson, S. E. (1987). Relating competitive strategies to human resource management practices. Academy of Management Executive, 1(3), 207-219. Smith, J., et al. (2022). The role of artificial intelligence in human resource management. Journal of Human Resource Management, 15(2), 123-145. Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320. Tambe, P., Cappelli, P., & Yakubovich, V. (2019, December). Artificial intelligence in human resources management: Hindrances to opportunity and how to overcome it. California Management Review, 61(4), 15-42. Thompson, K. (2023). Predictive analytics in HR: A strategic approach. Human Resource Analytics Journal, 12(2), 101-120. Tutty, L. M., Rothery, M. A., & Grinnell, R. M. (1996). Qualitative research for social workers: Phases, steps, and tasks. Allyn and Bacon. Vries, H. D., Tummers, L., & Bekkers, V. (2019). The benefits of teleworking in the public sector: To be or not to be: Real or just an empty phrase? Personnel Review, 39(4), 570-593. Williams, S. (2023). The future of work: Enhancing employee experience. Journal of Workplace Innovation, 18(3), 234-250. Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The relationship between HR practices and firm performance: Analyzing cause-effect relationships. Personnel Psychology, 58(2), 409-446. Yıldırım, A., & Şimşek, H. (2008). Sosyal bilimlerde nitel araştırma yöntemleri (6th ed.). Seçkin Yayıncılık. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Under Revision Version 1 posted Editorial decision: Revision requested 01 Sep, 2025 Reviews received at journal 31 Aug, 2025 Reviewers agreed at journal 12 Aug, 2025 Reviews received at journal 10 Aug, 2025 Reviewers agreed at journal 10 Aug, 2025 Reviewers invited by journal 10 Aug, 2025 Editor assigned by journal 12 May, 2025 Submission checks completed at journal 12 May, 2025 First submitted to journal 10 May, 2025 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-6633744","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":499268393,"identity":"65875fc6-6fe9-490a-bcef-9375b82dfb5a","order_by":0,"name":"Ansha Gupta","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA6klEQVRIiWNgGAWjYFADCQbGB0CKh48ItYwNUC3MBiAtbKRoYZMA0QS1yEfkHn/wg8EuT35287PKrzl2MmwMzA8f3cCjxfBGXmJjD0NyscGdY2a3ZbclAx3GZmycg0/LjBzDBh4G5sQNEglmtyW3MQO18LBJE9LS+IehPnH+jPRvxZLb6glrkZfIMWzmYTic2HAjx4zx47bDhLUY8LxLnC1jcDxxw42cYmnGbcd52JgJ+EW+PffAxzcV1SCHbfz4c1u1PT9788PHeG05wAMiIRxmHjCJRznYlgYeBIfxBwHVo2AUjIJRMDIBALOCRdxBVUF3AAAAAElFTkSuQmCC","orcid":"","institution":"","correspondingAuthor":true,"prefix":"","firstName":"Ansha","middleName":"","lastName":"Gupta","suffix":""},{"id":499268394,"identity":"42e4a8b0-f363-426d-8a39-6542cd18401c","order_by":1,"name":"Komal Ahuja","email":"","orcid":"","institution":"","correspondingAuthor":false,"prefix":"","firstName":"Komal","middleName":"","lastName":"Ahuja","suffix":""}],"badges":[],"createdAt":"2025-05-10 09:08:15","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-6633744/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-6633744/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":89094495,"identity":"968e73cd-355c-4615-ba31-f9704aebae31","added_by":"auto","created_at":"2025-08-14 15:16:10","extension":"jpeg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":536406,"visible":true,"origin":"","legend":"\u003cp\u003eSegmenting codes and Theme using MAXQDA\u003c/p\u003e","description":"","filename":"floatimage1.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-6633744/v1/372b6244b459f56d42f52dab.jpeg"},{"id":89094497,"identity":"1c6a332c-47b7-4899-87e4-2e66de36777e","added_by":"auto","created_at":"2025-08-14 15:16:10","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":81588,"visible":true,"origin":"","legend":"\u003cp\u003eEmerging trends themes and code\u003c/p\u003e","description":"","filename":"floatimage2.png","url":"https://assets-eu.researchsquare.com/files/rs-6633744/v1/c440051bf44b33c5c8f11274.png"},{"id":89096479,"identity":"7abf17e8-eb96-4c8a-9837-1e676dc32845","added_by":"auto","created_at":"2025-08-14 15:32:14","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":959219,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6633744/v1/f23571d3-aa32-46d9-a4dc-9e7d61c9d95d.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"A Qualitative Analysis on Future Trends in Strategic HRM with MAXQDA","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eStrategic Human Resource Management (SHRM) has witnessed many changes overtime from traditional personnel management to a more integrated approach that links human resource practices with organisational strategy. Importantly, strategic HRM is gaining prominence as firms seek to align their human resource practices with the larger corporate objectives. For example, the rapid globalisation process, remote work proliferation and significant shifts in workforce demographics are transforming how organisations manage people, thus necessitating the development of future global leaders. This research paper provides an in-depth analysis of the future of strategic HRM by HR professionals. This research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals.\u003c/p\u003e\u003cp\u003eSeveral changes are expected in the future of SHRM because of technological developments, changing patterns of workforce, and increasing global awareness about human capital as an essential commodity. In the current dynamic business environment, SHRM must deal with new challenges and search for opportunities that foster employee commitment and drive organizational effectiveness.\u003c/p\u003e\u003cp\u003eSHRM is a growing field that is contingent on technological advancement, demographics of employees and the environment of a global business. This literature review aims to review popular literature that discusses future developments and trends in SHRM such as automation, data analytics, employee experience, diversity and inclusion, agility, and hybrid work.\u003c/p\u003e\u003cdiv id=\"Sec2\" class=\"Section2\"\u003e\u003ch2\u003e1.1 Advances in Technology\u003c/h2\u003e\u003cp\u003eAI and data analytics have become an integral part of HR practices thus transforming SHRM. Tools for recruitment, employee engagement, and performance management driven by artificial intelligence are enabling HR to be more strategic based on data (Tambe et al., \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eFurthermore, J. Smith et al., (\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) highlighted the fact that AI technology is revolutionizing HRM activities which are related to recruitment and talent management. The authors claim the technology can eliminate prejudice inherent to hiring practices and enhance the candidate-shortlisting process by leveraging analytics. They pointed out the fact that the use of these advancements requires HR professionals to cultivate competencies in AI tools.\u003c/p\u003e\u003cp\u003eL. Johnson (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) also takes an approach to discussing a potential impact of automation on SHRM, as the author emphasizes on the manner in which use of such technologies helps improve efficiency, while allowing the STRs, HRM professionals, and managers to focus on more important work. Some examples of scholars and professionals in this discussion include; organisations that have incorporated automation in their human resource practices and their engagement and satisfaction levels.\u003c/p\u003e\u003cp\u003eR. Patel and M. Chen (\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) wrote about the state of discussion on how big data analytics influences decision-making in the Human Resources department. It provides a conceptual account of how data analytics can be utilised within the HR function and highlights its ability to improve talent acquisition, performance, and staff turnover. In essence, therefore, the paper supports the culture of using data in HR departments to support different decisions.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e1.2 Remote Work\u003c/h2\u003e\u003cp\u003eThe outbreak of the COVID-19 pandemic made remote work shift from being a specialized way of working into its mainstream mode. Research has shown that remote work offers various advantages, such as flexibility increment, reduced commuting time and enhanced work-life balance. However, there are still some challenges which are employee engagement, communication, and performance in a distance working environment. Strategic HRM should overcome these challenges by embracing and implementing policies and best practices that relate to remote and hybrid working arrangements (Vries et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe study by Brown and T. Green (\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2022\u003c/span\u003e), which looks at work-life balance policies in connection to work performance, is the one that particularly addresses the subject of the current paper. The work/family conflict theory, which contends that companies that promote work-life balance are likely to see lower turnover rates and higher job satisfaction over time, is supported by Brown and Green's findings that there is a positive correlation between offers of flexible work arrangements and both job satisfaction and turnover.\u003c/p\u003e\u003cp\u003eFurther, T. Evans (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) also discusses the shift towards the new blended work arrangement, and how it influences employees\u0026rsquo; interactivity and the company\u0026rsquo;s culture. This paper aims to describe effective approaches to managing hybrid teams while focusing on the communication and technological aspects that can be instrumental in addressing this challenge.\u003c/p\u003e\u003cp\u003eEven F. Kim combats the consequences of remote work for job satisfaction and productivity in 2022. As the study indicates, HR must work out approaches to ensure optimum levels of engagement within a remote or a hybrid environment by using such measures as virtual team-building activities and frequent encounters online.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e1.3 Workforce Demographics\u003c/h2\u003e\u003cp\u003ePerhaps the most significant aspect of the changing environment is the shift in the composition of the workforce that dictates HRM. Demographic trends are bound to influence work in the future, some of which includes: An ageing population, new generation employees, and workforce diversity. The transformation of the nature of work makes organisations adapt their human resource management strategies to manage a diverse and a multi generational workforce by promoting diversity and inclusion, addressing generational gap and encouraging learning processes to cope with technological advances. It was found that the SHRM practices are changing into D\u0026amp;I by focusing on different policies related to recruitment, training and development programmes (Roberson, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). This is so because various studies have found that workplaces that embrace diversity and inclusion are likely to innovate and perform better.\u003c/p\u003e\u003cp\u003eAnother key argument made by M. Garcia (\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) is that diversity needs to be regarded as a business opportunity rather than a check-box exercise. The paper examines how different approaches to forming teams enhance innovation, and how organisations should adopt mandatory DEI policies geared towards developing such a culture.\u003c/p\u003e\u003cp\u003eIn addition, N. Lee et al. (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) provide a list of recommendations for organisations to adopt equitable practices for minority groups. When it comes to managing procedural justice, Lee and colleagues stress a set of priorities, including leadership commitment, employee training, and the use of metrics. To support their findings, the authors discuss examples of how DEI has been accomplished by various companies.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003e1.4 Sustainability\u003c/h2\u003e\u003cp\u003eThere is a current trend towards more responsible human resource management, which has long-term commitments towards people within the organization. For instance, this encompasses employee care and training, work-life balance, and corporate social responsibility (Kramar, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). In the article E. Roberts (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) introduced the idea of agile HR and stress that this approach is more suitable for the current conditions of business. The paper also outlines ideas on how agile methodologies can complement or improve HR practices so that organizations can adapt to meet the demands of the changing Workforce and market conditions.\u003c/p\u003e\u003cp\u003eStill the works of J. Carter (\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2023\u003c/span\u003e) also major on the transition from conventional annual evaluations to frequent and regular appraisals. This paper aims to support the assumption that ongoing feedback promotes employee growth and hence enhances the organisation\u0026rsquo;s performance.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\u003ch2\u003e1.5 Globalization\u003c/h2\u003e\u003cp\u003eThe process of globalization has had a heavy effect on HRM requiring strategically managing a diverse and geographically dispersed workforce. Studies show that globalization necessitates cross-border activities from organizations making it necessary for HR professionals to face complicated legal, cultural, and operational challenges Multinational firms need to create mechanisms through which employees with different cultural backgrounds will be managed and melded together so that HR practices are in line with organizational goals while still capable of adhering to local norms and laws (Dowling et al., 2008).\u003c/p\u003e\u003cp\u003eIn today\u0026rsquo;s world, SHRM should be able to understand the global complexities caused by managing diversity in the organization. This includes developing intercultural competencies, administering expatriates as well as following international labour regulations (Caligiuri \u0026amp; Tarique, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2009\u003c/span\u003e).\u003c/p\u003e\u003c/div\u003e"},{"header":"2. Method","content":"\u003cp\u003eA qualitative research methodology was utilised to clarify the study's purpose with a holistic approach. Qualitative studies aim to provide an accurate depiction of real situations by directly presenting individual participants' opinions and gathering data through detailed and in-depth methods (Yıldırım \u0026amp; Şimşek, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003e2.1 Study Group\u003c/h2\u003e\u003cp\u003eThirty-three HR professionals from Mumbai's service industry were part of the study group. For this investigation, a convenience sample technique was developed since the subjects were easily accessible and because it was quick, cheap, and simple (D\u0026ouml;rnyei, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2007\u003c/span\u003e).\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec9\" class=\"Section2\"\u003e\u003ch2\u003e2.2 Data Collection\u003c/h2\u003e\u003cp\u003eAn interview form with eight semi-structured questions designed by the researchers in accordance with the study's objectives was used to gather data for the investigation. Conducting ethical research and making sure that their findings are reliable are crucial for researchers (Merriam, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1998\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIn this sense, a pilot study with five female participants was carried out to demonstrate the validity of this investigation. This pilot participant gave us permission to slightly modify the interview questions after she finished answering the study questions. However, the study included volunteer HR specialists because their selection is a crucial component in ensuring the validity and reliability of the data collection method (Yıldırım \u0026amp; Şimşek, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003c/div\u003e"},{"header":"3. Data Analysis","content":"\u003cp\u003eThe each participant\u0026rsquo;s responses were coded as follows P1-M/F (P: Participant; 1: Participant No; M: Male/F: Female). At first, all the interviews were written down based on the participants\u0026rsquo; individual answers to the questions that were asked. Transcripts were first checked for completeness and to develop coding categories and subcategories relevant to the objectives of the study.\u003c/p\u003e\u003cp\u003eSpecifically, the data were analyzed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. The descriptive analysis involves categorization and summation of data collected in as far as they relate to other defined topics (Yıldırım \u0026amp; Şimşek, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe analysis process involved a four-stage qualitative analysis approach to data (Tutty, Rothery \u0026amp; Grinnell, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e1996\u003c/span\u003e). In the first stage, participants\u0026rsquo; responses to the interview questions were coded for \u0026lsquo;meaning units\u0026rsquo;. To create new categories, these codes were subsequently divided into groups, themes, and classifications (Karasar, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2012\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThe second stage involved sorting the meaning unit codes into emergent categories and conducting a follow-up search for themes or patterns. Analyzing these categories for interpretation and significance was part of the third step. A graphic illustrating the codes and themes that surfaced from the data analysis was created in the fourth and final step (Figs.\u0026nbsp;1 \u0026amp; \u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e2\u003c/span\u003e).\u003c/p\u003e"},{"header":"4. Findings","content":"\u003cp\u003eA code list was produced in relation to the examination of the study questions' responses using MAXQDA Version (Pro 24.4.1), and the codes were categorized into five themes: Technology's role, remote work, workforce demographics, sustainability, and globalization are the first five topics covered. Figure\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e2\u003c/span\u003e above displays these themes and associated codes. Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e summarizes the HR professionals' perspectives on each issue.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eViews of the participants regarding each theme.\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"2\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eThemes\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEmerging trends\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eGlobalization\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eThis means that HR has to find ways to tackle the multi-faceted challenges involved in global hiring without violating the laws of the host country. Cultural competence will require constant training to ensure that the HR teams responsible for international staffing are adequately prepared.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRemote work\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCompanies that invest in technologies that support employee engagement are likely to note increased retention rates and productivity. Specific communication approaches will need to be employed in a bid to meet the needs of the employees who work remotely.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRole of Technology\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eThe use of technology will not only increase productivity and efficiency but will also individualize employees\u0026rsquo; interactions and services. HR professionals will have to acquire new competencies in the areas of data analysis and technology management.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSustainability\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eInvesting in DEI programs will not only improve the organisational climate but also create value. Ethical issues concerning the use of technology will also be important when it comes to issues of trust and transparency.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eWorkforce Demographics\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eTalent management decisions made based on evidence can significantly impact the organization\u0026rsquo;s success and employees\u0026rsquo; satisfaction. Companies that employ analytics will be in a better place to adapt to changes in the market and demographics of the employees.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e"},{"header":"5. Originality and Contribution","content":"\u003cp\u003eThis paper gives a detailed look at some of the emerging trends in SHRM including technology, work and workforce, diversity, environmental, and global trends. Thus, the focus on the current issues brings novelty to the research by investigating how organizations can cope with the changing demands and adjust their HR strategies accordingly. Being an exploratory and descriptive study, the research employs an interview method of data collection to gain rich data from the participants, who are HR professionals. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights to the topic.\u003c/p\u003e\u003cp\u003eIt also offers practical implications for HR practitioners, focused on the exigency of competencies in new technologies and adjustment to remote and hybrid work environments. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practised by HR specialists. In this way, the paper aims to establish future research directions within the SHRM field by revealing major themes and concerns in the area. It invites further research on how more organizations can address the challenges of a growing global staff base and how demographics affect HRM. This usefulness increases the significance of the study to the existing body of knowledge and to the industry.\u003c/p\u003e"},{"header":"Declarations","content":"\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eThis research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals. To clarify the purpose of the study a holistic approach has been used with qualitative research methodology. The study conducted for a group which included 33 HR working professionals belong to service sector in Mumbai. A convenience sampling technique was used for the study (Patton, 2002) as it is the fast, inexpensive, and easy approach to be used in data collection (D\u0026ouml;rnyei, 2007). The instrument used to collect the data for the study including eight semi structured interview questions formed in google form that were prepared in line with the aim of the study by the researchers. The data were analysed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practiced by HR specialists.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eBarney, J. (1991). Factors sourced from the firm and customer and three types of sustained competitive advantage. Management Journal, 17(1), 99-120.\u003c/li\u003e\n\u003cli\u003eBrown, A., Green, T. (2022). Work-life balance and employee performance. Journal of Organizational Behavior, 41(5), 345-360. \u003c/li\u003e\n\u003cli\u003eCaligiuri, P., \u0026amp; Tarique, I. (2009). Forecasting success in international management activities. Journal of World Business, 44(3), 336-346.\u003c/li\u003e\n\u003cli\u003eCarter, J. (2023). Continuous feedback in performance management. Performance Management Journal, 14(2), 89-105.\u003c/li\u003e\n\u003cli\u003eDelery, J. E., \u0026amp; Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Studies of global efficiency, contingency, and configurational expectations. Academy of Management Executive, 39(4), 802-835.\u003c/li\u003e\n\u003cli\u003eD\u0026ouml;rnyei, Z. (2007). Research methods in applied linguistics: Quantitative, qualitative, and mixed methodologies. Oxford University Press.\u003c/li\u003e\n\u003cli\u003eEvans, T. (2023). The hybrid workplace: Challenges and opportunities. Workplace Dynamics, 10(1), 75-90. \u003c/li\u003e\n\u003cli\u003eFombrun, C. J., Tichy, N. M., \u0026amp; Devanna, M. A. (1984). Strategic human resource management. Wiley.\u003c/li\u003e\n\u003cli\u003eGarcia, M. (2021). Diversity as a strategic asset in HRM. Diversity and Inclusion Journal, 9(2), 112-128. \u003c/li\u003e\n\u003cli\u003eHuselid, M. A. (1995). Explorations of human resource management as a method of managing turnover, increasing productivity, and improving the financials of a corporation. Academy of Management Journal, 38(3), 635-672.\u003c/li\u003e\n\u003cli\u003eJohnson, L. (2023). Automation in HR: Implications for strategic management. Journal of Strategic Management, 20(1), 45-60.\u003c/li\u003e\n\u003cli\u003eKarasar, N. (2012). Bilimsel araştırma y\u0026ouml;ntemi: Kavramlar, ilkeler, teknikler (24th ed.). Nobel Yayın Dağıtım.\u003c/li\u003e\n\u003cli\u003eKim, F. (2022). Remote work and employee engagement: A strategic perspective. Journal of Remote Work, 8(3), 150-167.\u003c/li\u003e\n\u003cli\u003eKramar, R. (2014). Beyond strategic human resource management: What comes after that \u0026ndash; The sustainable human resource management? The International Journal of Human Resource Management, 25(8), 1069-1089.\u003c/li\u003e\n\u003cli\u003eLee, N., et al. (2023). Equity and inclusion in the workplace: Best practices. Journal of Inclusive Practices, 15(1), 23-40.\u003c/li\u003e\n\u003cli\u003eMerriam, S. B. (1998). Qualitative research and case study applications in education. Jossey-Bass Publishers.\u003c/li\u003e\n\u003cli\u003eMiles, M. B., \u0026amp; Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook (2nd ed.). Sage Publications.\u003c/li\u003e\n\u003cli\u003ePatel, R., \u0026amp; Chen, M. (2021). Harnessing big data for strategic HRM. International Journal of Human Resource Management, 33(4), 567-589.\u003c/li\u003e\n\u003cli\u003ePatton, M. Q. (2002). Qualitative research and evaluation methods (3rd ed.). Sage Publications.\u003c/li\u003e\n\u003cli\u003eRoberson, Q. M. (2019). Diversity in the workplace: Effects of instructional use of information technology: A review, synthesis, and future research agenda. Journal of Organizational Behavior, 34(9), 1242-1263 \u0026amp; Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 69-88.\u003c/li\u003e\n\u003cli\u003eRoberts, E. (2022). Agile HR: Adapting to change in a dynamic environment. HRM Review, 19(4), 200-215.\u003c/li\u003e\n\u003cli\u003eSchuler, R. S., \u0026amp; Jackson, S. E. (1987). Relating competitive strategies to human resource management practices. Academy of Management Executive, 1(3), 207-219.\u003c/li\u003e\n\u003cli\u003eSmith, J., et al. (2022). The role of artificial intelligence in human resource management. Journal of Human Resource Management, 15(2), 123-145. \u003c/li\u003e\n\u003cli\u003eWright, P. M., \u0026amp; McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320.\u003c/li\u003e\n\u003cli\u003eTambe, P., Cappelli, P., \u0026amp; Yakubovich, V. (2019, December). Artificial intelligence in human resources management: Hindrances to opportunity and how to overcome it. California Management Review, 61(4), 15-42.\u003c/li\u003e\n\u003cli\u003eThompson, K. (2023). Predictive analytics in HR: A strategic approach. Human Resource Analytics Journal, 12(2), 101-120.\u003c/li\u003e\n\u003cli\u003eTutty, L. M., Rothery, M. A., \u0026amp; Grinnell, R. M. (1996). Qualitative research for social workers: Phases, steps, and tasks. Allyn and Bacon.\u003c/li\u003e\n\u003cli\u003eVries, H. D., Tummers, L., \u0026amp; Bekkers, V. (2019). The benefits of teleworking in the public sector: To be or not to be: Real or just an empty phrase? Personnel Review, 39(4), 570-593.\u003c/li\u003e\n\u003cli\u003eWilliams, S. (2023). The future of work: Enhancing employee experience. Journal of Workplace Innovation, 18(3), 234-250. \u003c/li\u003e\n\u003cli\u003eWright, P. M., Gardner, T. M., Moynihan, L. M., \u0026amp; Allen, M. R. (2005). The relationship between HR practices and firm performance: Analyzing cause-effect relationships. Personnel Psychology, 58(2), 409-446.\u003c/li\u003e\n\u003cli\u003eYıldırım, A., \u0026amp; Şimşek, H. (2008). Sosyal bilimlerde nitel araştırma y\u0026ouml;ntemleri (6th ed.). Se\u0026ccedil;kin Yayıncılık.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"international-journal-of-global-business-and-competitiveness","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"jgbc","sideBox":"Learn more about [International Journal of Global Business and Competitiveness](https://www.springer.com/journal/42943)","snPcode":"42943","submissionUrl":"https://submission.springernature.com/new-submission/42943/3","title":"International Journal of Global Business and Competitiveness","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Springer Hybrid","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Strategic HRM, HR professional, Organisation, MAXQDA","lastPublishedDoi":"10.21203/rs.3.rs-6633744/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6633744/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis research paper aims to focus on the future of strategic HRM and show some major trends and their implications for organisations and HR professionals. To clarify the purpose of the study a holistic approach has been used with qualitative research methodology. The study conducted for a group which included 33 HR working professionals belong to service sector in Mumbai. A convenience sampling technique was used for the study (Patton, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2002\u003c/span\u003e) as it is the fast, inexpensive, and easy approach to be used in data collection (D\u0026ouml;rnyei, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). The instrument used to collect the data for the study including eight semi structured interview questions formed in google form that were prepared in line with the aim of the study by the researchers. The data were analysed by employing the qualitative data analysis software known as MAXQDA Analytics Pro (Version 24. 4. 1) and the descriptive analysis technique. This approach makes it possible to capture some of the difficulties and dynamics of working as an HR professional in organisations and offers fresh qualitative insights. Thus, by defining how these changes can be managed, the research adds to the practical understanding of how the field is practised by HR specialists.\u003c/p\u003e","manuscriptTitle":"A Qualitative Analysis on Future Trends in Strategic HRM with MAXQDA","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-08-14 15:16:05","doi":"10.21203/rs.3.rs-6633744/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2025-09-01T06:07:01+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-08-31T05:56:58+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"157184829364372292650609040044481406688","date":"2025-08-12T08:58:00+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-08-10T14:02:23+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"64076979182656369366420486118632674734","date":"2025-08-10T12:20:50+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-08-10T05:08:07+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-05-12T12:40:09+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-05-12T12:38:49+00:00","index":"","fulltext":""},{"type":"submitted","content":"International Journal of Global Business and Competitiveness","date":"2025-05-10T08:53:26+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"international-journal-of-global-business-and-competitiveness","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"jgbc","sideBox":"Learn more about [International Journal of Global Business and Competitiveness](https://www.springer.com/journal/42943)","snPcode":"42943","submissionUrl":"https://submission.springernature.com/new-submission/42943/3","title":"International Journal of Global Business and Competitiveness","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Springer Hybrid","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"8e6b8441-19e2-4c02-91ed-fef83ce6fdc5","owner":[],"postedDate":"August 14th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"in-revision","subjectAreas":[],"tags":[],"updatedAt":"2025-09-01T06:09:10+00:00","versionOfRecord":[],"versionCreatedAt":"2025-08-14 15:16:05","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-6633744","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6633744","identity":"rs-6633744","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}