لخّصلي

Main interests:
Abstract In addition, weights for criterion and links between dimensions and criteria were obtained using the Decision-making trial and evaluation laboratory and fuzzy analytical hierarchy process. Both methods can be combined since they serve various goals; earlier studies proposed using three-way type-1 fuzzy sets to achieve criteria weights and linkages across dimensions and criteria. The topics of HRM and Operation Management , respectively, include human resource management (HRM) and supply chain management (SCM). Although academics in each sector continue to advance SCM and HRM’s role in developing more sustainable companies, integrating these two modern topics has been significantly delayed based on a more significant integration gap between HRM and SCM and fuzzy. The findings suggest that the educational criterion is more important than the other criteria since it is a cause and affects HRM directly. The research findings show that the suggested F-HRM-SCM technique is feasible, suggesting the educational criterion as the most persuasive factor in human resources management. Therefore, the study aims to provide the HRM-SCM connection with a synergistic and inclusive framework and suggest the research agenda for this integration. After achieving these aims, this paper highlights the consequences of fuzzy HRM-SCM integration in organizational sustainability and genuinely sustainable supply chains for academics, managers, and practitioners. The experimental results demonstrate that the proposed F-HRMSCM model enhances the supply chain performance ratio of 98.9%, an efficiency ratio of 97.8%, employee satisfaction ratio of 96.7%, decision-making level by 98.2%, prediction ratio of 95.5%, and F1-score ratio of 97.4% compared to other existing approaches.
Supply Chain Management is the progress of expansion, development, execution, and monitoring of the supply chain processes professionally utilizing Information and Technology in their stride (Khudhair et al., 2020). SCM encompasses all operations beginning with raw material procurements, storages, work-in-process inventories, and completed items, i.e., from point-of-consumption and point-of-origin, guaranteeing organizational productivity while satisfying customer demands and pleasing the customer (Manogaran et al., 2020). Human resources ethics violations can lead to a wide range of legal issues, both civil and criminal, for both the company and its employees. BBB, Equal Employment Opportunity Commission, and other regulatory agencies receive a higher number of complaints from victims of ethics violations in the HR department than others (such as product development or accounting). Discrimination and hostile-work-environment issues can be avoided by companies with comprehensive ethics programs in place. This means lower costs for both litigation and settlements. Simultaneously, due to growing globalization, competition, privatization, liberalization, commoditization, and technological advancements, SCs have grown extremely complex (Malik et al., 2020). Despite the awareness that properly managing the Supply Chain may give a critical competitive benefit, there appears to be a lack of recognition that this element is dependent on human capital performance in the supply chain (Kumar et al., 2020). The value of a worker’s experience and skills is called human capital. A company’s human capital includes assets like education and training and intelligence, skills, and health. An intangible asset or quality not listed on a company’s balance sheet is an "intangible asset." Increased productivity and profitability are linked to human capital. The more a company invests in its employees, the more likely it is to be successful and productive. Human resource management that is effective and strategic may provide an equally solid foundation for competitive benefit, and very little of this knowledge has been applied to managing a team and training and developing people in the SC (Ramprasad & Amudha, 2014). Deliberately managing HR in the SC necessitates HR configurations and updated HR development aligned with the larger corporate strategy (Öztürk & Yildizba¸si, 2020). The company’s involvement in HR development is required to enhance employee performance and control employee comfort and job satisfaction (Amudha, 2021). Competent Human Resource Management (HRM) and its tried-and-true techniques such as job design, recruiting, selecting and orienting, performance management, pay, training, and development may instill a sense of drive toward well-organized and successful work management (Gheisari et al., 2021). The data triangle is the foundation of the term quality employed in the organizational setting. In strategic HR management, HR department plays the main role and has a durable impact in strategic decision at the managerial level. Human resource management at the micro level (human resource practices and policies) is essential and not adequate for companies to gain a sustainable competitive benefit (Billah et al., 2021). To stand strong in the face of competition, businesses must adopt a strategic method to human resource management. Everything that makes a product, from raw materials to finished goods, is considered part of supply chain management. Maximizing customer value and gaining a competitive edge in the marketplace involves actively streamlining a company’s supply-side activities. The success or failure of a company is unlikely to be completely determined by its strategic HRM practices; nonetheless, these practices are possible to be critical to the cause. (Raut et al., 2020). The first round of evaluation between the employee and their manager and the second round of evaluation between their managers and their bosses before the third round. The HR Alshurideh et al. (2022)