Introduction

Human resource management (HRM) involves effectively and efficiently managing an

organization's people. HRM research identifies and analyzes how HR practices affect

organizational policies and procedures and suggests HR practices based on data, critical

thinking, and strategic decision-making rather than assumptions, trends, or knee-jerk

reactions (Siyal et al., 2020). This type of HRM research strives to use high-quality data and

critical thinking to make informed decisions that are motivated by the potential outcomes of

these decisions, rather than by external factors such as the organizational hierarchy or

personal biases. By doing so, HRM research aims to help organizations make more effective

and efficient use of their human resources. In other words, HRM research aims to identify

and promote HR practices that are grounded in evidence and that are designed to achieve

specific outcomes rather than being influenced by external factors (Collings and Mellahi,

2009). Human resource research reveals how effective certain policies and procedures have

been. Understanding what works, what doesn't, what requires change, and the type and extent

of that change can be gleaned from studies of human resource management (HRM) practices

(Riaracháin & O'riordan, 2017).

It is impossible to overstate the significance of academic research in the field of Human

Resource Management, as a well-researched HRM may system improves an organization's

capacity to create a significant context in the form of a shared understanding of the content,

which can inevitably lead to improved organizational performance. This suggests that greater

outcomes in the subject of Human Resource Management can be achieved by targeted

scholarly efforts. Improvements in HRM policy and practice are a direct result of academic

inquiry into the discipline (Kaufman, 2012).Wright and McMahan (2011) argued that

academic research has shaped HRM policy and practice. They emphasized that research on
employee motivation, leadership, and organizational culture has improved HR management

and influenced HRM policies and practices. Guest (2011) highlighted how academic research

shapes HRM policy and practice. He contended that academic research has advanced HRM

knowledge and policy. 

Research into the field of management has increased dramatically over the past few decades,

with studies focusing on everything from the impact of financial incentives on employee

motivation and retention to the efficacy of merger evaluations and the effectiveness of

different types of compensation plans (Liu and Liu, 2022). Since many of the common issues

that managers confront are comparable to those experienced in a wide range of situations,

much relevant research may be found from outside the management discipline. In spite of the

fact that many working professionals are exposed to study results while still in school, new

studies are always being conducted, and these studies frequently alter our thinking. A

thorough understanding of how to locate relevant research and assess its quality is crucial if

you want to incorporate recent findings from the scientific literature into your decision-

making (Cooper et al., 2018).

The quality of research findings must be evaluated in connection to the research question

being asked at all times. Thus, for instance, only longitudinal study methods that monitor

changes over time may provide adequate answers to concerns concerning cause and effect.

Whether or not the research was conceived and conducted in a way that is likely to generate

findings that can effectively answer the research questions is one approach to consider

regarding the reliability of scientific evidence. Starting to use scientific evidence is as simple

as adopting an evidence-based approach. For this, it is necessary to focus on a particular issue

or query (Stenfors, Kajamaa and Bennett, 2020).

This essay will investigate how HRM research on self-employed physiotherapist satisfaction

and religious identity in the workplace has shaped organizational policy and practice. This

study will examine how human resource management research on self-employed

physiotherapists and religion in the workplace affects stakeholders and the organizations'

policies and practices. This essay will assess the research methodologies and their rationale.

According to the research conducted by Latzke et al. (2021), physiotherapists who work for

themselves are more likely to be happy with their careers than those who are employed by a

healthcare facility. It's speculated that self-improved employment satisfaction levels are due

to the freedom and control it affords. The research desigb adipted was a cross-sectional

online survey, where physiotherapists in Austria rated their own levels of job satisfaction as

well as the importance and realization of several factors contributing to their level of job

satisfaction. Job satisfaction predictors were identified using multiple linear regression

(Latzke et al., 2021).

There were 581 physiotherapists included in the survey; 342 were self-employed, 100 were

employed, and 139 were both employed and self-employed. While physiotherapists as a

whole reported high levels of satisfaction with their jobs, this sentiment varied considerably

depending on the therapist's schedule. Self-employed therapists reported better levels of

overall job satisfaction, as well as recognition and autonomy, than those in the other two

categories. By comparison, therapists who work independently were less pleased with their

access to mentors and peers. The disparity between the importance and actualization of a

work-life balance was largest among those who were both employed and self-employed.

Among physiotherapists who are currently employed, it was found that recognition is the

most significant predictor of both job satisfaction and intention to leave (Latzke et al., 2021).
Employers and physiotherapist professional organizations may take advantage of the insights

gained from analyzing job satisfaction in relation to different types of employment

arrangements. Employed physiotherapists may benefit from policies that promote their

visibility and independence, while those who work independently would gain from expanded

possibilities for professional dialogue and collaboration. A more flexible work schedule could

help employees who also see private patients balance their time between their two jobs.

A qualitative methodology is implied while conducting a qualitative survey, and this strategy

is appropriate for the study's goals because it generates nuanced findings from a wide range

of individuals and experiences; hence, any resulting policy will be sufficiently broad and

inclusive to benefit a wide range of people (Maher et al., 2018).

Self-employed physiotherapists reported higher levels of job satisfaction than their employed

counterparts. These results are consistent with those of a study covering a wide range of

industries and occupations in 15 European Union countries (Millán et al., 2011) that

compared the job satisfaction of self-employed and salaried workers and found that the effect

is particularly pronounced for those with a college degree. Independent physical therapists

have been shown in the past to be happier with their careers than their salaried counterparts

(Salles and d’Angelo, 2020). The study conducted by the researchers highlights recognition

and autonomy as two significant elements of high job satisfaction.

Human resource management (HRM) policies and practices that put an emphasis on

employees' ability to make decisions while still being supported by management have been

linked to greater job satisfaction among workers. Employees who are content in their

occupations are more likely to be enthusiastic about their work, efficient in their tasks, and

dedicated to the organisation as a whole (Elrehail et al., 2019). Self-determination theory,

developed by Deci and Ryan (1985), states that people need autonomy, competence, and

relatedness. The authors claimed that meeting these demands increases intrinsic motivation
and job happiness. Autonomy, in particular, promotes job satisfaction by giving workers

control over their work and the freedom to make their own decisions.

According to the study's findings, employee physiotherapists' recognition is not only the most

significant indicator of job happiness but also closely linked to their inclination to leave their

current positions. PTs who were older were less inclined to quit their organization, which is

consistent with earlier research, and recognition was the only other predictor of intention to

leave (Kattenbach et al., 2014). Physiotherapists have been shown in multiple studies to want

more respect for their work (Brattig et al., 2014), to feel underappreciated by their peers in

the medical field, and to point to this lack of respect as a problem in the field. The results also

show that the desire to advance one's profession is diminished when one's talents and

experience are not valued (Bacopanos and Edgar, 2016). The study also revealed that self-

employed physiotherapists felt the most recognized for their abilities, followed by those who

were both self-employed and employed. This is consistent with the results of a previous

study, which found that independent therapists had a higher sense of appreciation than their

employed counterparts (Barzel et al., 2011). One possible explanation is that self-employed

therapists receive more direct feedback from patients than their employed counterparts do,

whereas employed physiotherapists often feel unappreciated by their superiors.

Barzel et al (2011) opined that physiotherapists' job satisfaction rises in proportion to the

amount of autonomy they are given, and self-employed physiotherapists report higher levels

of satisfaction in this regard than their salaried and government-employed counterparts .

Numerous studies across a wide range of industries have concluded that self-employed

people are happier than their employed counterparts because they have more freedom and

responsibility (Lange, 2009). A survey of 2000 professionals found that those in salaried

positions who felt they had autonomy, variety, and task significance were just as happy as
those in self-employed positions (Hytti, Kautonen and Akola, 2013). The poll found that self-

employed physiotherapists are more satisfied with their jobs than employed ones, supporting

this research. Thus, employing businesses may implement Human Resource Management

(HRM) efforts that emphasize recognition and autonomy to improve hired physiotherapists'

job satisfaction. Human resource management tactics include developmental appraisals, real

positive feedback that rewards initiative, factual, non-judgmental issue input, and actively

listening to employees' opinions. Thus, HRM training for team leaders and members of

(interprofessional) teams is necessary to define duties, create trust, and promote fruitful

relationships (Freund et al., 2015).

This knowledge could increase physiotherapists' likelihood of staying in their current

positions, which would have positive effects on the overall efficiency and efficacy of the

healthcare system. Therefore, physiotherapists' job satisfaction, retention, and productivity

could all benefit from greater investment in HRM research into the importance of job

satisfaction and the factors that contribute to it. (Latzke et al., 2021).

In an alternative research conducted by Cintas et al (2020), it was argued that religious

expression at work is becoming more visible but is still a neglected dimension of diversity

management and is often dependent on organisational context and managerial stance,

suggesting that within HR management, culture and policy could be pivotal to diversity

management of religion or the lack thereof. Both concepts may affect workplace well-being

and satifaction. Self-employed physiotherapist’ satisfaction may be affected by autonomy,

work-life balance, and professional advancement. Religious identity in workplace stuides

may examine how religion affects occupational happiness and well-being, Both studies may

help organisations establish a supportive workplace that matches employee requirements and

preferences. According to the labour process theory, organizations have the ability to

influence employee outcomes like job satisfaction and religious expression through their own
policies and practices. This includes the experiences of independent physiotherapists and

employees who identify as religious in the workplace.

The difference between the two researches is that self-employed physiotherapists' job

satisfaction may depend on their autonomy and control, their clients and work environment,

and their work-life balance, while the organization's support and accommodation of religious

diversity, the workplace's inclusiveness and tolerance for religious beliefs and practices, and

managers' and team leaders' leadership styles may affect religious identity in the workplace.

Schaeffer and Mattis (2012), opined that religious expression can sometimes lead to conflict.

The opportunity to express religious identity in a work role affects whether and how a person

does so (Ramarajan and Reid, 2013). Opportunities and barriers arise from organizational

features such as culture, policy, and practices and from positional features such as the

individual's role expectations, job status, and local leadership influences (Gleibs and Haslam,

2016). The researchers’ review finds that service roles and their inherent emotional labor can

be particularly facilitated by religious identity (Carlisle, 2015). At the same time, they noted

relatively little research exists on religious identity expression in nonservice work.

The researchers conducted a systematic review (SR) of the relevant but fragmented literature

in management, psychology, sociology, and occupational studies to examine a neglected

aspect of diversity research, religious identity in the workplace. They conducted a systematic

review of the literature in order to synthesize the evidence for and against the influence of

religious identity in the workplace.

There are four important contributions to be found in their review. To begin, the researchers

conducted a systematic literature study to gain a deeper familiarity with the topic of work and
nonwork identities and the consequences this has for individuals, teams, and businesses.

Second, the research synthesis produced an organizing framework that clarifies the

compatibility or congruence between religious identity and professional identity. This

framework also helps identify the antecedents and repercussions associated with this

congruence (Milliman, Gatling and Bradley-Geist, 2017). Organizations can adopt several

diversity and inclusion policies and HR practices. The creation and adoption of a diversity

and inclusion statement or policy is one such example. This can demonstrate the company's

commitment to diversity and inclusion and give employees a guide. Organizations can also

train staff on diversity and inclusion to create a more inclusive workplace. Finally,

organizations can implement diversity recruitment and retention programs by engaging with

underrepresented groups, targeting recruitment, and offering staff growth and promotion

(Gates and Mark, 2012). The researchers were able to make a contribution to the theory and

practice of workplace diversity through the review and subsequent framework by elucidating

when and why a person's religious identity is compatible or incompatible with the workplace.

And in doing so, answered the call to action from Lynn et al. (2010) for more research to fill

the gaps in current knowledge on the effects of religious participation on the job. Third, the

researchers were able to point the way for future studies based on their findings, encouraging

a more thorough examination of the relationship between religious identity and the complex

dynamics of the workplace. Furthermore, the study widened the commonly held

understanding of diversity in the workplace by establishing a connection between religious

identification and the profoundly important consequences it has for diversity management at

the macro and micro levels. As a result, the study's authors offered guidelines for improving

religious and identity-based diversity within businesses.

 A systematic review infers a systematic review methodology was used. SR methodology is a

systematic review approach that follows a clear, well-documented process (Tranfield, Denyer
and Smart, 2003) that facilitates the consolidation of literature from a variety of disciplines

(Rojon, McDowall and Saunders, 2011). The researchers conducted a series of searches in 11

electronic academic databases including Business Source Complete, Web of Science,

Sociological Abstracts, Medline, and the Cochrane Library using terms related to identity,

religion, occupation, compatibility, conflict, and health. They left open the beginning date

and the boundaries of the publication types in an effort to include everyone. All submissions

had to be written in English, applicable to at least one of the review questions and published

no later than March 2018. There were a total of 70,752 documents found that were not

duplicates and could be considered relevant after the search was performed. The majority

were papers that had been evaluated by experts in the field; the remainder were books,

chapters, and reports that had not been reviewed by experts. Theses and dissertations were

also incorporated into the study. When other writings were reviewed, the researchers looked

for evidence that they were based on research (e.g., reviews and theory papers based on

empirical studies).

The titles and abstracts of all sources were read in light of the aforementioned criteria, and

the remaining resources were culled based on these two evaluations. Using terms like

"religiosity" as a stand-in for "religious identity" and other terms similar to those asked about

in the review questions, the researchers selected publications to include. The resulting 373

papers were subjected to a full-text evaluation for relevance and evidence quality, using

established SR methods (Rojon et al., 2011). The first author evaluated all of the publications

in full, and another 20% were assessed by two authors to ensure consistency. After three

writers independently examined the relevance of the remaining 125 papers, 53 publications

were found to address at least one review issue. Using a consistent data extraction form, they

culled useful information from the final 53. (e.g., purpose, theoretical framework, method,
contribution). Data were organized first by review question, then by major conclusions and

theoretical framework (Rodgers et al., 2009).

The study discovered that religious identification improves organizations and their members

and has a long-term positive impact on citizenship, ethics, and customer service. HR

encourages client, consumer, and coworker tolerance and respect, and well-supported HR

models tolerance and respect. Workplace religious identity integration can increase employee

contributions, belonging, and commitment. Respect and tolerance lessen workplace religious

identity concerns. Diversity management is critical because conflicts between religious and

vocational identities have an impact on human well-being and work performance. According

to research, organizational practices can influence each of these factors (Swann Jr., Johnson

and Bosson, 2009). At the same time, the insufficient effort to create a tolerant and

psychologically safe community for all employees can activate faultlines such as those based

on religion. Attempts to exclude religious identity from the workplace are likely to be an

unsustainable approach to diversity management (Hill, 2005). Even in contexts where

religion has been a source of social strife (Dickson and Hargie, 2006), responses to religious

identity in the workplace have centered on strategies for optimal management rather than the

exclusion of religious identity and diversity 

This study's results may suggest that organisations should broaden their attention to include

more than just issues of diversity and inclusion and that they should do more to get to know

and help their employees as people. Organizations can adopt several diversity and inclusion

policies and HR practices. The creation and adoption of a diversity and inclusion statement or

policy is one such example. This can demonstrate the company's commitment to diversity

and inclusion and give employees a guide. Organizations can also train staff on diversity and

inclusion to create a more inclusive workplace. Finally, organizations can implement

diversity recruitment and retention programs through engaging with underrepresented groups,

targeting recruitment, and offering staff growth and promotion (Carter, 2017). Human

resource management has the potential to empower formerly silenced workers by allocating

greater resources to investigating religious expression in the workplace.

Conclusion

In this paper, we explored how HRM affects organizational strategy and practice.

 This essay analyzed and investigated how the satisfaction of independent physiotherapists in

Austria and how religious identity in the workplace have impacted the two distinct sectors’

corporate policy and practice. This essay also demonstrated the influence of these two ideas

on the stakeholders. The essay also covered the research designs and methodologies that were

employed to better understand the issue at hand. This essay has shown an evaluative

understanding of just how important human resources management research is and how it

impacts, organisational policy and practice in the workplace.

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