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Purpose: The coronavirus disease 2019 pandemic changed the lives of people around the world. In a post pandemic era, leaders have a role to enable the changes needed to make workplaces smart and happier. The aim of this study is to look at human resource management (HRM) from new perspectives: being smart and happy in the workplace. Some research questions are proposed: What do we know about smart human resources (smart HR)? What do we know about human resource analytics (HRA)? and how can future research on smart and happy HRM be oriented? Design/methodology/approach: A bibliometric technique is used to identify the main topics studied in smart HR and HRA. A logical reasoning is applied to propose future research models. Findings: For smart HR, the roadmap considers the approaches, practices and purposes. For HRA, the roadmap shows what are the perspectives HR processes, tools and its usefulness. Considering the context of Industry 5.0 and post pandemic era, a future research line for studying smart HRA for happy management is proposed. Originality/value: This study has developed a proposed model to guide future research on the application of HRA to manage smart and happy workers. [ABSTRACT FROM AUTHOR]

Purpose: Many of the papers that analyse human resource management (HRM) in merger and acquisition (M&A) processes focus on the last two stages (integration and implementation). Then, the purpose of this paper is to propose an HRM model for the first stage of the process (planning) with four key factors: the due diligence process, the integration plan, the communication plan and the learning plan. Design/methodology/approach: From the theoretical model, the authors analyse a case study of a multinational company that operates in the mechanical engineering sector. Findings: The results show the special importance of HRM in the success of the M&A process. And, the main actions implemented in human resources (HRs) contributing to the success of this process are identified. Research limitations/implications: Subsequent investigations could conduct similar analyses for the rest of the stages of the M&A process (integration and implementation), with the objective of presenting a complete HRM model in M&A processes. Practical implications: The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes. Originality/value: The main contribution of this study has been to observe how HRs are managed in the planning stage of M&As. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention. Design/methodology/approach: The authors analyze a case study of a multinational company that operates in the mechanical engineering sector. Findings: The results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified. Research limitations/implications: Subsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes. Practical implications: The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes. Originality/value: The main contribution of this study has been to observe how HR are managed in the integration stage of M/A. [ABSTRACT FROM AUTHOR]

Purpose – This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the purpose of this paper is to determine how far this line of research has progressed and what areas are still pending study. Design/methodology/approach – The paper has a three-part structure. First, the paper describes the published works. Second, it examines the topics dealt with in the literature. Third, the review identifies the limitations of the literature and outlines future lines of research for this field. Findings – Most papers that deal with HRM and entrepreneurship together are empirical and have been published since 2000. Comprehensive and rigorous theoretical models that relate both areas do not exist. Originality/value – The paper helps scholars orient their research in human resource management in entrepreneurial firms by providing them with a better understanding of the direction in which the field is going and what gaps remain. [ABSTRACT FROM AUTHOR]

Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most research focuses on the planning and integration stages. Thus, the aim of this paper is to analyse the main factors that determine the success of HR management in the implementation stage of an international M&A operation: consolidate leadership; human resource provision and evaluation; structure, strategy and culture evaluation; and control of the merger and acquisition process. With this objective, we developed a case study of a multinational company that operates in the mechanical engineering sector. The results illustrate the main factors, human resource practices, and human resources management and behaviour outcomes undertaken by a multinational company during the M&A implementation stage. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be considered to manage HR in the M&A process. [ABSTRACT FROM AUTHOR]