G ecu, Iuliana; Nechi a, Roxana-Ma iana; Ule ich, Oli e ; Dumi escu, Co ina-Ionela
A icle
Mul i-a ibu e decision-making o in elligen alloca ion o
human esou ces in indus ial p ojec s
Adminis a i e Sciences
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MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: G ecu, Iuliana; Nechi a, Roxana-Ma iana; Ule ich, Oli e ; Dumi escu, Co ina-
Ionela (2025) : Mul i-a ibu e decision-making o in elligen alloca ion o human esou ces in
indus ial p ojec s, Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 15, Iss. 5, pp. 1-25,
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Recei ed: 2 Ap il 2025
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Ci a ion: G ecu, I., Nechi a, R.-M.,
Ule ich, O., & Dumi escu, C.-I. (2025).
Mul i-A ibu e Decision-Making o
In elligen Alloca ion o Human
Resou ces in Indus ial P ojec s.
Adminis a i e Sciences,15(5), 181.
h ps://doi.o g/10.3390/
admsci15050181
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A icle
Mul i-A ibu e Decision-Making o In elligen Alloca ion o
Human Resou ces in Indus ial P ojec s
Iuliana G ecu 1, Roxana-Ma iana Nechi a 1,2,* , Oli e Ule ich 2,3 and Co ina-Ionela Dumi escu 4
1Depa men o En ep eneu ship and Managemen , Facul y o En ep eneu ship, Business Enginee ing and
Managemen , Na ional Uni e si y o Science and Technology Poli ehnica Bucha es , 020943 Bucha es ,
Romania; [email p o ec ed]
2Depa men o Biomedical Mecha onics and Robo ics, Na ional Ins i u e o Resea ch and De elopmen in
Mecha onics and Measu emen Technique, 021631 Bucha es , Romania; [email p o ec ed]
3School o Doc o al S udies in Indus ial Enginee ing and Robo ics, Na ional Uni e si y o Science and
Technology Poli ehnica Bucha es , 060042 Bucha es , Romania
4Depa men o Economics, Facul y o En ep eneu ship, Business Enginee ing and Managemen , Na ional
Uni e si y o Science and Technology Poli ehnica Bucha es , 060042 Bucha es , Romania;
[email p o ec ed]o
*Co espondence: [email p o ec ed]
Abs ac : E ec i e p ojec managemen depends on a deep unde s anding o he human
a ibu es ha in luence p ojec success. This s udy aims o quan i y he causal ela ion-
ships be ween human esou ce a iables in o de o es ablish a p io i isa ion c i e ion o
wo k o ce alloca ion in indus ial p ojec s. T adi ional s a is ical models o en o e look he
mul idimensional na u e o hese ac o s, limi ing hei e ec i eness in complex planning
con ex s. To add ess his, he Decision-Making T ial and E alua ion Labo a o y me hod
is used o assess and p io i ise he key compe encies equi ed o p ojec pe sonnel. The
analysis is based on an ex ensi e li e a u e e iew o managemen and indus ial p ojec
s udies, combined wi h da a collec ed om expe ienced manage s h ough s uc u ed
ques ionnai es. Responden s assessed how di e en human esou ce a ibu es in e ac
and in luence each o he . The esul s show ha pe sonal mo i a ion, inno a ion, educa ion,
wo k–li e balance, lexibili y and adap abili y a e dominan causal ac o s. S akeholde
ela ions, con lic managemen , nego ia ion skills, objec i i y and impa iali y a e mo e
eac i e. This s udy is di e en ia ed in ha i analyses a complex ne wo k o 400 in luence
ela ionships, p o iding a mo e comp ehensi e pe spec i e han p e ious esea ch. By in e-
g a ing a s uc u ed decision-making app oach, he esul s con ibu e o bo h he academic
li e a u e and p ac ical applica ions, suppo ing mo e e ec i e wo k o ce planning and
imp o ed pe o mance in indus ial p ojec s.
Keywo ds: human esou ce op imisa ion; p ojec planning; DEMATEL me hodology;
indus ial p ojec managemen ; wo k o ce alloca ion; s a egic compe ency mapping;
o ganisa ional pe o mance
1. In oduc ion
In he con ex o indus ial o ganisa ions, e ec i e managemen o human esou ces,
especially in he planning phase, con ibu es signi ican ly o he achie emen o p ojec
objec i es. Eu opean science and inno a ion p og ammes ace a signi ican ailu e
a e (Bade e al.,2024), wi h a ound 20% o ansna ional esea ch p ojec s ailing o
achie e hei objec i es due o esou ce con lic s (Dong & Qiu,2024). Wha is e en
mo e conce ning is ha 75% o hese p ojec s ne e each he implemen a ion phase
Adm. Sci. 2025,15, 181 h ps://doi.o g/10.3390/admsci15050181
Adm. Sci. 2025,15, 181 2 o 25
(James & F ank,2015), sugges ing a sys emic p oblem a he EU le el. S udies show
ha he success o hese p ojec s depends la gely on human ac o s (Ami i e al.,2021;
de la Puen e Pacheco e al.,2024;
M. S.-M. Lin & Lu,2023;Salih e al.,2022;Wuni e al.,
2022), making human esou ce managemen (HRM) a majo issue. P oblems such as
ine icien alloca ion o asks (Abdullahi e al.,2022;Al-aloosy e al.,2024;Dong & Qiu,
2024;Sunda a ajan & Madha i,2023;V cho a & ˇ
Rehoˇ ,2021), misma ch o eam skills
wi h p ojec equi emen s (Abdullahi e al.,2022;Al-aloosy e al.,2024;Dong & Qiu,
2024;Romulo e al.,2022;V cho a & ˇ
Rehoˇ ,2021;Wuni e al.,2022) and ailu e o mee
deadlines can lead o delays (Deselnicu e al.,2023;Dong & Qiu,2024;Es i i e al.,
2021), addi ional cos s and non-pe o mance, wi h a nega i e impac on he economy
(Chi i
,ăe al.,2021).
The e is a consensus ha a sys ema ic app oach o HRM is mo e e ec i e han a
one-dimensional one (James & F ank,2015). Howe e , he e is s ill no ag eemen on he
bes combina ion o p ac ices o build a high-pe o ming sys em (Ami i e al.,2021;Ba ak
& Dahooei,2018;Es i i e al.,2021;Yazdani e al.,2019). Gi en he complexi y o he
ac o s in ol ed in p ojec success, adi ional s a is ical models a e p o ing inadequa e o
analysing p ojec pe o mance om an HRM pe spec i e (Romulo e al.,2022). In gene al,
he analysis o human esou ce pe o mance in p ojec managemen has been based on
s a is ical me hods ha assume linea and independen ela ionships be ween a iables.
Howe e , o ganisa ional eali y is much mo e complex and he success o a p ojec depends
no only on indi idual ac o s bu also on he in e ac ions be ween hem. Mul i-a ibu e
decision-making me hods (MADMs) ha e been ex ensi ely s udied in he li e a u e, bu
hei p ac ical applica ion is s ill di e se and he e is s ill no nea -s anda d app oach
(Es i i e al.,2021;James & F ank,2015). MADMs a e mo e sui able o his analysis because
hey allow he simul aneous conside a ion o mul iple a ibu es, including con lic ing o
in e dependen ac o s. The use o MADMs, which allow he e alua ion o a complex se o
c i e ia, including con lic ing ones, can p o ide a aluable e e ence amewo k o suppo
decision-making in eam planning in indus ial o ganisa ions.
Gi en his backg ound, he p esen s udy seeks o add ess he ollowing esea ch
ques ion: How can he causal ela ionships be ween human esou ce a ibu es be iden-
i ied and p io i ised in o de o imp o e he alloca ion o p ojec pe sonnel in indus ial
o ganisa ions? Acco dingly, he main objec i e o his esea ch is o quan i y he in e de-
pendencies be ween key human esou ce ac o s and o de elop a p io i isa ion c i e ion o
suppo s a egic wo k o ce planning. The aim is o p o ide a s uc u ed decision-making
amewo k ha is bo h comp ehensi e and adap able o he complexi y o indus ial
p ojec en i onmen s.
Due o he mul idimensional na u e o human esou ces (HR), me hods such as S ep-
Way Weigh ing Ra io Analysis (SWARA), he Analy ic Hie a chical P ocess (AHP) and he
Bes –Wo s Me hod (BWM) a e no sui able o de e mining he ela i e impo ance o HR
ou comes and hei impac on he alloca ion o human esou ces in p ojec s, as hey ocus
on p o iding a single ou come o se o ou comes as a esul o an analysis o mul iple
a ibu es (Es i i e al.,2021). Among he a ailable MADMs, he Decision-Making T ial and
E alua ion Labo a o y (DEMATEL) was chosen because i p io i ises ac o s and iden i ies
causal ela ionships be ween hem, allowing a deepe unde s anding o how HR capabili ies
in luence p ojec success. The DEMATEL echnique di e s om o he MADMs in ha
i p o ides a ma ix amewo k o analysing he causal ela ionships be ween di e en
ac o s, making i a aluable s a egic managemen ool. This ma ix amewo k can be
used o iden i y in e dependencies be ween a iables and o gain a deepe unde s anding
o how each ac o in luences o e all pe o mance. An addi ional ad an age o DEMATEL
is ha i p o ides a use ul ool o indi ec ly imp o ing c i ical ac o s in si ua ions whe e
Adm. Sci. 2025,15, 181 3 o 25
di ec in luence is no possible. By s eng hening he de e minan s ha ha e an impac on
a key d i e , a sys emic imp o emen can be achie ed (Es i i e al.,2021;Sun,2021). Unlike
o he MADMs ha ocus on iden i ying a single c i ical ac o o choosing he bes op ion,
DEMATEL allows o a mo e holis ic and dynamic app oach ha akes in o accoun he
in e ac ions be ween ac o s. This makes DEMATEL pa icula ly use ul in human esou ce
analysis, whe e he complexi y and a iabili y o he in luencing ac o s a e high and he
solu ions mus be lexible and pe sonalised. Thus, he main di e ence be ween DEMATEL
and o he MADM echniques is ha DEMATEL does no limi i sel o selec ing an op imal
op ion bu builds a de ailed model o he in e ac ion be ween ac o s.
2. Theo e ical F amewo k
DEMATEL excels a isualising and in e p e ing cause–e ec ela ionships wi hin a se
o c i e ia, allowing he iden i ica ion o he mos impo an de e minan s and dependen
ac o s. This abili y o map he complex web o in luences be ween human esou ce
cha ac e is ics makes DEMATEL a aluable ool o unde s anding and op imising he
alloca ion o human esou ces in p ojec s (Es i i e al.,2021).
Key Fac o s Assessed
The ac o s included in he DEMATEL me hodology ha e been ex ac ed om he
li e a u e, om HRM s udies bu also om esea ch a icles om di e en ields angen ially
ela ed o p ojec managemen . Each examined ac o has been assigned a symbolic code
anging om A o T. These a e p esen ed in Table 1.
Table 1. Fac o s included in he DEMATEL analysis.
Code Fac o Re e ences
A Educa ional le el
(Abdullahi e al.,2022;Al-aloosy e al.,2024;Ba bu e al.,2023;de la
Puen e Pacheco e al.,2024;Dong & Qiu,2024;Nazemi e al.,2020;
Op oiu & Li
,oiu,2019;Sunda a ajan & Madha i,2023;V cho a &
ˇ
Rehoˇ ,2021)
B Technical compe encies (Ak am & Habib,2024;Id ees e al.,2022;Salih e al.,2022;
Schopmeye e al.,2024;Wang e al.,2024)
C Expe ience in simila ac i i ies
(Abdullahi e al.,2022;Ak am & Habib,2024;Al-aloosy e al.,2024;
Dong & Qiu,2024;Es i i e al.,2021;Kukha e a e al.,2024;M. S.-M.
Lin & Lu,2023;Romulo e al.,2022;Sun,2021;V cho a & ˇ
Rehoˇ ,2021;
Wuni e al.,2022)
D Spi i o inno a ion
(Abdullahi e al.,2022;Ba bu e al.,2023;de la Puen e Pacheco e al.,
2024;Dong & Qiu,2024;Es i i e al.,2021;G ay e al.,2020;
Nazemi e al.,2020;Salih e al.,2022;Sunda a ajan & Madha i,2023;
V cho a & ˇ
Rehoˇ ,2021;Wang e al.,2024;Wuni e al.,2022)
E Flexibili y and adap abili y
(Abdullahi e al.,2022;Åhl eld e al.,2023;de la Puen e Pacheco e al.,
2024;Dong & Qiu,2024;Es i i e al.,2021;E ans e al.,2022;M. S.-M.
Lin & Lu,2023;Nazemi e al.,2020;Salih e al.,2022;Schopmeye e al.,
2024;Sulamo e al.,2021;Sun,2021;Wang e al.,2024;Wuni e al.,2022)
F Pe sonal mo i a ion
(Aghami ,2024;Åhl eld e al.,2023;Al-aloosy e al.,2024;de la Puen e
Pacheco e al.,2024;Dong & Qiu,2024;E ans e al.,2022;
James & F ank,2015;Kukha e a e al.,2024;M. S.-M. Lin & Lu,2023;
Nazemi e al.,2020;Romulo e al.,2022;Salih e al.,2022;Sunda a ajan
& Madha i,2023;V cho a & ˇ
Rehoˇ ,2021;Wuni e al.,2022)
G In e es in he p ojec (Al-aloosy e al.,2024;de la Puen e Pacheco e al.,2024;Dong & Qiu,
2024;Es i i e al.,2021;Kukha e a e al.,2024;M. S.-M. Lin & Lu,2023;
Nazemi e al.,2020;V cho a & ˇ
Rehoˇ ,2021;Wuni e al.,2022)
Adm. Sci. 2025,15, 181 4 o 25
Table 1. Con .
Code Fac o Re e ences
H Time managemen skills
(Aghami ,2024;Ak am & Habib,2024;Fa ooq e al.,2022;G ay e al.,
2020;M. S.-M. Lin & Lu,2023;
Sca neo-Mille e al.,2024;Schmalzl e al.,2022;Schopmeye e al.,
2024;Sulamo e al.,2021;Velasco e al.,2023;Yongdong e al.,2024)
I Team dynamics—coo dina ion
(Abdullahi e al.,2022;Aghami ,2024;Åhl eld e al.,2023;de la
Puen e Pacheco e al.,2024;Es i i e al.,2021;E ans e al.,2022;M.
S.-M. Lin & Lu,2023;Nazemi e al.,2020;Salih e al.,2022;
Schmalzl e al.,2022;Schopmeye e al.,2024;Sulamo e al.,2021;Sun,
2021;Sunda a ajan & Madha i,2023;Wuni e al.,2022)
J Objec i i y and impa iali y (Kos & Mažgon,2025)
K Nego ia ion skills (Chun e al.,2025;Es i i e al.,2021)
L Con lic managemen
(Abdullahi e al.,2022;Al-aloosy e al.,2024;Appoh &
Yunusa-Kal ungo,2022;Da is e al.,2022;M. S.-M. Lin & Lu,2023;
Nazemi e al.,2020;Romulo e al.,2022;Salih e al.,2022;
Sca neo-Mille e al.,2024;Siokas e al.,2021;Sun,2021)
M S akeholde ela ionships (Al-aloosy e al.,2024;Dong & Qiu,2024;Nazemi e al.,2020;
Salih e al.,2022;Sunda a ajan & Madha i,2023;
V cho a & ˇ
Rehoˇ ,2021)
N T anspa ency in communica ion
(Al-aloosy e al.,2024;Appoh & Yunusa-Kal ungo,2022;de la Puen e
Pacheco e al.,2024;Dong & Qiu,2024;Isac & Waqa ,2016;
Nazemi e al.,2020;Schmalzl e al.,2022;Sunda a ajan & Madha i,
2023;Velasco e al.,2023;V cho a & ˇ
Rehoˇ ,2021)
O Team clima e o us (B u u & Mihai,2017;de la Puen e Pacheco e al.,2024;Romulo e al.,
2022;V cho a & ˇ
Rehoˇ ,2021;Wang e al.,2024)
P Engaging in li elong lea ning
(Abdullahi e al.,2022;C.-M. Alexe & Alexe,2021;de la Puen e
Pacheco e al.,2024;E ans e al.,2022;Fleaca e al.,2023;Nazemi e al.,
2020;Romulo e al.,2022;Salih e al.,2022;Sunda a ajan & Madha i,
2023;V cho a & ˇ
Rehoˇ ,2021;Wuni e al.,2022)
Q S a egic planning skills
(Abdullahi e al.,2022;Aghami ,2024;Åhl eld e al.,2023;Ak am &
Habib,2024;Al-aloosy e al.,2024;Appoh & Yunusa-Kal ungo,2022;
Da is e al.,2022;de la Puen e Pacheco e al.,2024;Dong & Qiu,2024;
Es i i e al.,2021;Fa ooq e al.,2022;G ay e al.,2020;Kukha e a e al.,
2024;Romulo e al.,2022;Salih e al.,2022;Schmalzl e al.,2022;
Siokas e al.,2021;Sulamo e al.,2021;Sun,2021;Velasco e al.,2023;
V cho a & ˇ
Rehoˇ ,2021;Wang e al.,2024;Wuni e al.,2022;
Yongdong e al.,2024)
R Wo k–li e balance (C.-M. Alexe & Alexe,2021;Popescu e al.,2023)
S Digi al skills (C.-M. Alexe & Alexe,2021;Ma ga i escu e al.,2020;Tiganoaia &
Alexand u,2023)
T Pe o mance app aisal (Becke e al.,2023;Popescu e al.,2023)
Each esponden was also p o ided wi h a de ailed desc ip ion o each ac o assessed
o ensu e cla i y and consis ency in he applica ion o he me hodology.
Educa ional le el (A) e e s o he le el o academic quali ica ion ele an o he job.
This can e e o p e-uni e si y s udies, bachelo ’s, mas e ’s, doc o a e, comple ion o
cou ses con ibu ing o p o essional aining, whe he ce i ied o no , o e en possession
o a d i ing licence (Op oiu & Li
,
oiu,2019;Pi u e al.,2024). Thus, his ac o e e s
o he knowledge base o med by he comple ion o educa ional modules ha include
heo e ical, p ac ical o hyb id aspec s. In addi ion, each sec o has speci ic equi emen s
and a cha ac e is ic minimum le el needed o pe o m speci ic asks (Ba bu e al.,2023).
Sec o s such as IT, consul ing, esea ch and educa ion, especially a uni e si y le el, equi e
highe educa ion o mos jobs (Popescu e al.,2023). Howe e , in o he sec o s, such as
e ail, dis ibu ion, ou ism o o he ac i i ies, key unc ions— hose ha ac ually deli e
Adm. Sci. 2025,15, 181 5 o 25
he se ice (C.-M. Alexe & Alexe,2021)—do no equi e highe educa ion; p ac ical skills
and ele an expe ience a e su icien . The concep s o o e - and unde -quali ica ion a e
also aken in o accoun in he ec ui men p ocess (High ield,2024). An employee is
conside ed o e quali ied i he educa ion le el exceeds he equi emen s o he job. While
his may appea o be an ad an age, i can also expose he o ganisa ion o isks, such as
demo i a ion, low e en ion a es and highe cos s (Pi u e al.,2024). On he o he hand,
unde -quali ica ion e e s o he ac ha he employee does no ha e he educa ion le el
equi ed o ul il he equi emen s o he job, and his can lead o poo pe o mance, s ess
and addi ional aining cos s (Pi u e al.,2024).
Technical compe encies (B) a e he knowledge, skills and p ac ical expe ience equi ed
o use speci ic ools, equipmen , echnologies o me hods in a pa icula occupa ional ield
(Deepa e al.,2024). These compe encies a e measu able and objec i ely demons a ed,
usually h ough ce i ica ions, conc e e esul s o p ac ical expe ience, as opposed o so
compe encies, which a e mo e subjec i e and di icul o quan i y (Co dei o e al.,2023).
In many ields, echnical skills a e s anda dised o ensu e consis en and e icien p o-
cesses (Penne a e al.,2023). This s anda disa ion allows wo k o be ans e ed be ween
di e en specialis s, main aining a consis en way o wo king and educing he isks asso-
cia ed wi h indi idual di e ences (Is i eanu e al.,2024;Penne a e al.,2023). By using
common me hods and echniques, o ganisa ions can imp o e collabo a ion, op imise p o-
cesses and ensu e a p edic able and high-quali y inal esul (S ochioiu & S ochioiu,2021).
These skills mus be kep up o da e as echnologies and job equi emen s change apidly
(Dumi iu e al.,2019;Linca u e al.,2023;S anciu e al.,2024). Lea ning new me hods and
ools helps bo h o emain ele an in he labou ma ke and o op imise wo k wi hin he
o ganisa ion (C.-M. Alexe & Alexe,2021).
Expe ience in simila ac i i ies (C) e e s o an indi idual’s p e ious exposu e o asks,
p ocesses o esponsibili ies di ec ly ela ed o he job. This can be gained h ough p e ious
jobs, in e nships and indi idual o collabo a i e p ojec s. I con ibu es o he e iciency and
adap abili y o employees, educes he ime needed o adap o a new ole and p o ides a
deepe unde s anding o he o ganisa ional con ex and job expec a ions (Da is e al.,2022).
In ce ain si ua ions, e en a pe son wi h no di ec expe ience in a pa icula a ea bu who
has wo ked in a eam o oge he wi h someone wi h ele an expe ience in he pas can
b ing added alue h ough he knowledge and ela ionships hey ha e buil (Fleaca e al.,
2023;M. S.-M. Lin & Lu,2023). The ec ui men p ocess should he e o e ake in o accoun
bo h ack eco d and he abili y o abso b knowledge (Allal-Ché i e al.,2021).
The spi i o inno a ion (D) implies he abili y o explo e and apply new solu ions, o
go beyond he limi s o adi ional app oaches and o ind e ec i e al e na i es ha a e
adap ed o changing needs (C.-M. Alexe & Alexe,2021). I equi es, abo e all, en husiasm
o esea ch and p ac ical abili ies, and he ini ia i e o u n ideas in o conc e e ac ion (C.
M. Alexe,2019;Co dei o e al.,2023). A key pa o inno a ion is being able o sha e ideas
clea ly and pe suasi ely because hey only make a eal di e ence when hey engage and
inspi e o he s (C.-M. Alexe & Alexe,2021;S anciu e al.,2024). Inno a i e hinking in ol es
de ailed analy ical hinking and c ea i i y, which a e essen ial o assessing he easibili y
and impac o inno a i e ideas, iden i ying he bes solu ions and adap ing hem o changes
in he p o essional o echnological con ex (Cons an in e al.,2024;Deselnicu e al.,2023).
This ype o hinking is based on a deep unde s anding o he complex in e ac ions be ween
he a iables in ol ed (Es i i e al.,2021;Sun,2021) and is essen ial bo h o gene a ing
inno a i e ideas and o pu ing hem in o p ac ice in a sus ainable and e ec i e way. In
addi ion, inno a i e hinking equi es he abili y o adap apidly o echnological and
o ganisa ional change, while os e ing a wo king en i onmen ha encou ages c ea i i y
Adm. Sci. 2025,15, 181 6 o 25
and con inuous de elopmen , hus con ibu ing o he p og ess o he whole o ganisa ion
(James & F ank,2015).
Flexibili y and adap abili y (E) a e wo undamen al cha ac e is ics ha de ine he
abili y o an indi idual o an o ganisa ion o cope wi h apid and unp edic able changes in
he wo k en i onmen (Z. Lin e al.,2020). They a e necessa y o su i al in a dynamic
economic and p o essional con ex and o long- e m p og ess. Flexibili y is he abili y o
ans e and euse an exis ing se o knowledge and skills in a new occupa ional con ex .
I does no imply he acquisi ion o comple ely di e en skills, bu he edi ec ion and
e ec i e applica ion o hose al eady de eloped o mee new equi emen s o a pa icula
ield. Flexibili y allows an indi idual o make he ansi ion o new a eas o wo k wi hou
ha ing o undamen ally ebuild hei skills.
Adap abili y, on he o he hand, in ol es modi ying and adap ing exis ing skills o
mee he speci ic needs o a changing en i onmen . This p ocess may in ol e simpli ying,
ex ending o es uc u ing exis ing skills o make hem compa ible wi h new condi ions
(C.-M. Alexe & Alexe,2021). Unlike lexibili y, which capi alises on expe ience in di -
e en con ex s, adap abili y in ol es con inuous ecalib a ion in esponse o changing
occupa ional and echnological demands.
Bo h concep s a e good d i e s o p o essional de elopmen , acili a ing e ec i e
in eg a ion in o dynamic en i onmen s and ensu ing smoo h ansi ions be ween di e en
demands and wo k se ings (C.-M. Alexe & Alexe,2021;Popescu e al.,2023).
Pe sonal mo i a ion (F) e e s o he se o ac o s ha mo i a e an employee o ac i ely
engage and con ibu e o he achie emen o he o ganisa ion’s goals. I can be in luenced
by a ious aspec s, such as he pe cei ed ole wi hin a eam (Kukha e a e al.,2024;
Sulamo e al.,2021), pe sonal and p o essional goals (Susan o e al.,2023) o ex e nal
ewa ds o e ed by he o ganisa ion, such as pay, p omo ion o ecogni ion (Ghosh e al.,
2020). Mo i a ion can be in insic, when employees ind hei wo k pe sonally sa is ying,
o ex insic, when hey a e s imula ed by angible ewa ds o ecogni ion o hei wo k. In
a p ojec speci ic o indus ial o ganisa ions, pe sonal mo i a ion plays an impo an ole
in comple ing asks wi hin a ce ain ime ame and o ce ain quali y s anda ds. In insic
mo i a ion has a much s onge in luence on employee pe o mance because i comes om
hei own desi e o comple e he wo k o pe sonal ul ilmen and sa is ac ion (Ghosh e al.,
2020;Popescu e al.,2023). To suppo and encou age his o m o mo i a ion, managemen
mus ocus on c ea ing an en i onmen ha suppo s employees’ pe sonal and p o essional
de elopmen (James & F ank,2015). One o he ac o s managemen should ocus on is
he o ganisa ional cul u e, which should p omo e alues such as au onomy, con inuous
lea ning and us (C. M. Alexe,2019;Es i i e al.,2021;Schopmeye e al.,2024;Wang e al.,
2024). Cla i y o oles and esponsibili ies is ano he impo an ac o . I has been shown
ha when people unde s and exac ly how hei wo k con ibu es o he success o a p ojec
o he goals o he o ganisa ion (Ghosh e al.,2020;Susan o e al.,2023), hey eel mo e
engaged and mo i a ed o pu mo e passion in o hei wo k. Oppo uni ies o p o essional
de elopmen a e also essen ial, as hey gi e employees a sense o p og ess and pe sonal
ul ilmen . I hey eel suppo ed in de eloping hei skills, hey will be mo e engaged in
hei wo k and see i as meaning ul (Susan o e al.,2023).
In e es in he p ojec (G) e e s o he le el o cu iosi y, in ol emen and a ac ion
an employee has o a pa icula p ojec o ask. I is in luenced by he ele ance o he
p ojec o pe sonal and p o essional goals (Ghosh e al.,2020), he na u e o he ac i i ies
in ol ed, he impac o he wo k and he eam cul u e. In e es may a y om p ojec o
p ojec and may be empo a y, depending on he a ac i eness and challenge o he p ojec
(Pi u e al.,2024;Wuni e al.,2022).
Adm. Sci. 2025,15, 181 7 o 25
Time managemen skills (H) e e o a pe son’s abili y o plan, p io i ise and alloca e
ime o di e en asks in o de o maximise p oduc i i y and espec deadlines (Vulpes
& Op an,2022). E ec i e ime managemen in ol es no only comple ing asks on ime
bu also main aining a balance be ween quali y and e iciency. I in ol es se ing ealis ic
goals, o ganising ac i i ies acco ding o u gency and impo ance, educing dis ac ions
and ocusing on p io i y asks (Aghami ,2024). This ac o emains ele an in bo h
indi idual and eam wo k. Employees wi h s ong ime managemen skills can handle
hei wo kloads mo e e ec i ely, lowe hei s ess le els and play a key ole in he success
o p ojec s (Popescu e al.,2023).
Team dynamics—coo dina ion (I) e e s o how eam membe s in e ac and how he
a ious p ocesses ha in luence hei collabo a ion a e managed, so his concep includes
he coo dina ion o ac i i ies, aspec s such as he subs i u ion o membe s, he o a ion
o oles and he syne gy o indi idual compe encies (C. M. Alexe,2019;Penne a e al.,
2023). Subs i u ion o eam membe s can be a s a egy o ensu e a lexible s uc u e ha
allows o quick and e icien ansi ions, ensu ing ha he unc ional ole o he socio-
echnical s uc u es is no in e up ed (Co dei o e al.,2023;Simion e al.,2021). Role
o a ion wi hin he eam is ano he s a egy ha de ines he eam dynamics. I in ol es
shi ing esponsibili ies be ween membe s, allowing hem o lea n new skills and b oaden
hei p o essional expe ience (Owusu-Acheampong e al.,2024). In his way, he eam
becomes mo e adap able and membe s can con ibu e mo e e ec i ely in di e en con ex s.
The syne gy o indi idual skills is ano he app oach; he success o he eam depends on
how each membe ’s skills and knowledge a e combined o achie e he p ojec ’s objec i es
(Co dei o e al.,2023;Es i i e al.,2021). Coo dina ing hese elemen s helps maximise eam
pe o mance by c ea ing an en i onmen in which membe s can wo k oge he e ec i ely,
e en in he ace o unce ain y (C.-M. Alexe & Alexe,2021;Pi u e al.,2024).
Objec i i y and impa iali y (J) a e essen ial p inciples in any analy ical, decision-
making o scien i ic endea ou o ensu e a igo ous and ai e alua ion o in o ma ion.
Objec i i y implies a pe cep ion o judgemen based solely on e i iable ac s, da a and eal-
i ies, independen o pe sonal opinions, p e e ences o expe iences (Op oiu & Li
,
oiu,2019;
Robe s,2024). An objec i e poin o iew accu a ely e lec s eali y, wi hou subjec i e,
emo ional o ideological ac o s.
Impa iali y implies a ai and unbiased app oach in which all pe spec i es a e equally
conside ed, wi hou a ou ing any (Robe s,2024). These p inciples a e essen ial in a eas
such as scien i ic esea ch, business jou nalism and he law, whe e he accu acy and
in eg i y o in o ma ion in luence public decisions and pe cep ions. Respec o objec i i y
and impa iali y enhances c edibili y and con ibu es o a ai and balanced unde s anding
o eali y (Op oiu & Li
,oiu,2019;Robe s,2024).
Nego ia ion skills (K) p omo e a dynamic p ocess o in e ac ion be ween wo o mo e
pa ies o each op imal ag eemen by balancing di e gen in e es s. F om a scien i ic
pe spec i e, his p ocess in ol es decision-making mechanisms, pe suasion s a egies and
con lic managemen , and is in luenced by cogni i e, emo ional and con ex ual ac o s
(Chun e al.,2025;Es i i e al.,2021). S udies in social psychology (Ga al & Padilla
Gál ez,2023) and beha iou al economics (Kiessling e al.,2024) show ha success ul
nego ia ion depends on he abili y o build us , analyse al e na i e scena ios and use
echniques such as ancho ing, gi e and ake o aming. In a p o essional en i onmen ,
e ec i e nego ia ion is no jus abou gaining an immedia e ad an age bu abou de eloping
sus ainable ela ionships and mu ually bene icial solu ions (Chun e al.,2025).
Con lic managemen (L) is an impo an p ocess in o ganisa ions o iden i y, add ess
and esol e di e ences be ween employees in an e ec i e and cons uc i e way. I is
no abou a oiding con lic , bu managing i in a way ha p e en s escala ion and main-
Adm. Sci. 2025,15, 181 8 o 25
ains a posi i e wo king en i onmen (Băjena u e al.,2025;Chun e al.,2025;Sun,2021;
Susan o e al.,2023). P ope con lic managemen can imp o e communica ion, os e
collabo a ion and inc ease o ganisa ional p oduc i i y.
Con lic in he wo kplace can ha e a signi ican impac on pe o mance and o ganisa-
ional clima e. I can lead o low mo ale, educed eam e ec i eness and e en inc eased
s a u no e . In addi ion, communica ion b eakdowns caused by con lic can a ec
decision-making and he implemen a ion o o ganisa ional s a egies (Salih e al.,2022;
V cho a & ˇ
Rehoˇ ,2021). In his con ex , ea ly in e en ion and he use o e ec i e con lic
esolu ion echniques a e essen ial o main ain o ganisa ional balance.
Se e al ypes o con lic can a ise in an o ganisa ion, including pe sonali y con lic s,
communica ion con lic s and esou ce con lic s (Dong & Qiu,2024;James & F ank,2015).
Pe sonali y con lic s a ise when employees ha e di e en wo king s yles, alues o belie s
(Susan o e al.,2023), which can lead o ensions. Communica ion con lic s a e common
and can be caused by di e en s yles o exp ession, misin e p e a ion o lack o cla i y in
con eying in o ma ion. Resou ce con lic s also a ise when people compe e o access o
sca ce esou ces such as ime, money o equipmen (C is oiu e al.,2023).
S akeholde ela ionships (M) a e he se o in e ac ions and p ocesses by which an
o ganisa ion manages and esponds o he expec a ions o hose who ha e a legi ima e
in e es in i s ac i i ies. These ela ionships a e based on he p inciples o anspa ency,
accoun abili y and s a egic engagemen , and a e designed o ensu e consis ency o decision-
making and long- e m sus ainabili y (Gunduz & Almuajebh,2020;Siokas e al.,2021).
E ec i e s akeholde ela ionship managemen helps o op imise o ganisa ional p ocesses
and builds us in decision-making s uc u es (Es i i e al.,2021;Sun,2021).
T anspa ency in communica ion (N) is a undamen al p inciple o decision-making and
in o ma ion p ocesses, cha ac e ised by he accessibili y, cla i y and eliabili y o he in o ma-
ion communica ed. I in ol es elimina ing ambigui y, ensu ing an open low o in o ma ion
and acili a ing he co ec unde s anding o messages by all ecipien s. T anspa ency in com-
munica ion helps o build us , op imise decision-making p ocesses and educe unce ain y,
wi h a signi ican impac on o ganisa ional e ec i eness and ins i u ional ela ions (de la
Puen e Pacheco e al.,2024;Dong & Qiu,2024;V cho a & ˇ
Rehoˇ ,2021).
Team clima e o us (O) is an o ganisa ional amewo k whe e eam membe s build
in e pe sonal ela ionships based on espec , anspa ency and mu ual suppo . In such a
clima e, he e is a high le el o psychological sa e y ha allows indi iduals o exp ess hei
ideas (C. M. Alexe,2019;Co dei o e al.,2023), ac i ely pa icipa e in he decision-making
p ocess and ake in ellec ual isks wi hou ea o being c i icised o ma ginalised. This
ype o en i onmen con ibu es o e ec i e collabo a ion and imp o ed o ganisa ional
pe o mance, as eam membe s a e mo e willing o sha e in o ma ion, collabo a e on
p oblem-sol ing and con ibu e o inno a ion (de la Puen e Pacheco e al.,2024;V cho a
&ˇ
Rehoˇ ,2021). A clima e o us he e o e ensu es bo h emo ional secu i y and he
de elopmen o suppo i e p o essional ela ionships, which a e undamen al o he long-
e m success o he eam (Romulo e al.,2022).
Engaging in li elong lea ning (P) is a sus ained commi men o de eloping p o essional
skills h oughou a ca ee (E ans e al.,2022;Salih e al.,2022;Wang e al.,2024). I
in ol es an ac i e and delibe a e app oach o he acquisi ion o new compe encies and
he con inuous upda ing o exis ing ones o espond o he demands o a dynamic and
changing en i onmen . An in e es in li elong lea ning e lec s a p og ess-o ien ed mindse
in which he indi idual o o ganisa ion akes esponsibili y o con inuously imp o ing
pe o mance and con ibu ing o inno a ion (C.-M. Alexe & Alexe,2021;Fleaca e al.,2023).
S a egic planning skills (Q) e e o an indi idual’s compe encies and abili ies o
hink long e m, analyse and s uc u e complex in o ma ion, which a e essen ial in he
Adm. Sci. 2025,15, 181 15 o 25
Table 5. Assessmen o he in luence and causali y o ac o s.
Fac o D R D + R D–R Dominan Cha ac e is ic
A 3.827 3.225 7.052 0.602 Cause
B 3.636 3.816 7.452 −0.18 E ec
C 4.177 4.197 8.374 −0.02 E ec
D 3.296 2.54 5.836 0.757 Cause
E 4.313 3.823 8.136 0.49 Cause
F 4.228 3.317 7.545 0.91 Cause
G 3.977 3.912 7.89 0.065 Cause
H 3.083 3.319 6.402 −0.236 E ec
I 4.006 4.65 8.656 −0.644 E ec
J 3.24 3.492 6.732 −0.251 E ec
K 2.971 3.618 6.589 −0.646 E ec
L 3.151 3.798 6.949 −0.648 E ec
M 3.579 4.354 7.933 −0.775 E ec
N 3.15 3.323 6.473 −0.174 E ec
O 4.173 4.429 8.602 −0.256 E ec
P 4.238 4.051 8.29 0.187 Cause
Q 3.562 3.541 7.103 0.022 Cause
R 3.238 2.74 5.978 0.498 Cause
S 2.434 2.639 5.072 −0.205 E ec
T 4.237 3.733 7.97 0.504 Cause
The esul s ob ained highligh he impo ance o iden i ying he key in luencing ac o s
and suppo he decision-making p ocess by p o iding a ho ough unde s anding o he
in e ac ions and in e nal dynamics o he sys em unde s udy.
The analysis o he ac o s in luencing o ganisa ional pe o mance, using he DEMA-
TEL me hodology, iden i ied signi ican in luences be ween a ious ac o s go e ning
p o essional de elopmen and eam dynamics. The esul s ob ained h ough g oup
s anda disa ion show se e al in e dependencies ha p o ide an in-dep h unde s anding
o how hese ac o s in e ac and in luence each o he . The analysis can he e o e be
deepened by de ailing how each ac o in luences he o he s and by making heo e ical
and applied obse a ions.
To make he analysis mo e s uc u ed and unde s and he bigge pic u e, he many
ele an ac o s we e g ouped in o i e main ca ego ies: educa ional de elopmen , manage-
men skills, p o essional expe ise, psychological ac o s, and eam en i onmen (Figu e 2).
This classi ica ion was adop ed because hese domains ep esen dis inc ye in e connec ed
aspec s c ucial o human esou ce e ec i eness and o e all o ganisa ional pe o mance
(A ms ong & Taylo ,2023). Educa ional de elopmen and p o essional expe ise cap-
u e he essen ial knowledge and skills base o indi iduals, co e ing bo h ounda ional
lea ning and p ac ical, job-speci ic compe ence (Robbins & Judge,2020). Managemen
skills ocus speci ically on he compe encies equi ed o coo dina ing asks, leading eams
and na iga ing o ganisa ional complexi ies. Psychological ac o s add ess he indi idual’s
in e nal s a e, including mo i a ion, adap abili y, and well-being, which a e ecognised as
signi ican d i e s o beha iou and pe o mance (C opanzano e al.,2003). Finally, he
eam en i onmen ca ego y con ains he con ex ual and in e pe sonal dynamics wi hin
wo kg oups, such as communica ion, us and objec i i y, which hea ily in luence collabo-
a ion and collec i e ou pu (Robbins & Judge,2020). G ouping he ac o s his way makes
i easie o analyse complex ela ionships, helping o iden i y pa e ns o in luence ac oss
b oade human esou ce a eas a he han jus looking a indi idual ac o in e ac ions. This
hie a chical app oach p o ides a clea e amewo k o in e p e ing he DEMATEL esul s
and unde s anding he sys emic impac o di e en human esou ce dimensions on each
Adm. Sci. 2025,15, 181 16 o 25
o he and on o ganisa ional ou comes. This allows o a deepe analysis o how each ac o
in luences he o he s, leading o bo h heo e ical insigh s and p ac ical ecommenda ions.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 14 o 24
The esul s ob ained highligh he impo ance o iden i ying he key in luencing ac-
o s and suppo he decision-making p ocess by p o iding a ho ough unde s anding o
he in e ac ions and in e nal dynamics o he sys em unde s udy.
The analysis o he ac o s in luencing o ganisa ional pe o mance, using he DE-
MATEL me hodology, iden i ied signi ican in luences be ween a ious ac o s go e ning
p o essional de elopmen and eam dynamics. The esul s ob ained h ough g oup s and-
a disa ion show se e al in e dependencies ha p o ide an in-dep h unde s anding o
how hese ac o s in e ac and in luence each o he . The analysis can he e o e be deep-
ened by de ailing how each ac o in luences he o he s and by making heo e ical and
applied obse a ions.
To make he analysis mo e s uc u ed and unde s and he bigge pic u e, he many
ele an ac o s we e g ouped in o i e main ca ego ies: educa ional de elopmen , man-
agemen skills, p o essional expe ise, psychological ac o s, and eam en i onmen (Fig-
u e 2). This classi ica ion was adop ed because hese domains ep esen dis inc ye in e -
connec ed aspec s c ucial o human esou ce effec i eness and o e all o ganisa ional pe -
o mance (A ms ong & Taylo , 2023). Educa ional de elopmen and p o essional expe -
ise cap u e he essen ial knowledge and skills base o indi iduals, co e ing bo h ounda-
ional lea ning and p ac ical, job-speci ic compe ence (Robbins & Judge, 2020). Manage-
men skills ocus speci ically on he compe encies equi ed o coo dina ing asks, leading
eams and na iga ing o ganisa ional complexi ies. Psychological ac o s add ess he indi-
idual’s in e nal s a e, including mo i a ion, adap abili y, and well-being, which a e ec-
ognised as signi ican d i e s o beha iou and pe o mance (C opanzano e al., 2003).
Finally, he eam en i onmen ca ego y con ains he con ex ual and in e pe sonal dynam-
ics wi hin wo kg oups, such as communica ion, us and objec i i y, which hea ily in-
luence collabo a ion and collec i e ou pu (Robbins & Judge, 2020). G ouping he ac o s
his way makes i easie o analyse complex ela ionships, helping o iden i y pa e ns o
in luence ac oss b oade human esou ce a eas a he han jus looking a indi idual ac-
o in e ac ions. This hie a chical app oach p o ides a clea e amewo k o in e p e ing
he DEMATEL esul s and unde s anding he sys emic impac o diffe en human e-
sou ce dimensions on each o he and on o ganisa ional ou comes. This allows o a deepe
analysis o how each ac o in luences he o he s, leading o bo h heo e ical insigh s and
p ac ical ecommenda ions.
Figu e 2. Rada cha o in luence sco es among co e ac o s o human esou ce domains.
The ac o s o educa ional de elopmen a e s ongly in luenced by p o essional ex-
pe ise (0.216), sugges ing a signi ican in e dependence be ween heo e ical knowledge
Figu e 2. Rada cha o in luence sco es among co e ac o s o human esou ce domains.
The ac o s o educa ional de elopmen a e s ongly in luenced by p o essional ex-
pe ise (0.216), sugges ing a signi ican in e dependence be ween heo e ical knowledge
and applied skills. In his sense, i can be obse ed ha he educa ional p ocess is no jus
an au onomous ac o , bu a con inuous p ocess o adap a ion and en ichmen o knowl-
edge, signi ican ly in luenced by de elopmen s in he p o essional ield. This in luence
unde lines he need o in eg a e heo y and p ac ice in he li elong lea ning o indi iduals
in o de o acili a e g ea e adap abili y o he equi emen s o he labou ma ke .
Complemen a ily, educa ional de elopmen is also in luenced by psychological ac o s
and managemen skills, wi h lowe coe icien s (0.179 and 0.167, espec i ely). These in lu-
ences sugges ha an indi idual’s educa ional and psychological en i onmen can shape
he way in which knowledge is abso bed and applied, and ha he in e ac ions be ween
hese dimensions can lead o he o ma ion o mo e complex and a ied lea ning p o iles.
Managemen skills a e cha ac e ised by a signi ican in luence o he eam en i onmen
(coe icien 0.199), bu also by an impo an in luence o psychological ac o s (0.205) and
educa ional de elopmen (0.167). These ela ionships sugges ha e ec i e manage s mus
ha e bo h s ong echnical and pedagogical skills and ad anced psychological skills ha
enable hem o manage con lic , mo i a ion and communica ion wi hin eams. Success
in managemen hus depends no only on echnical knowledge, bu also on he abili y o
in e ac and unde s and he psychological dynamics o eams.
An impo an aspec o emphasise is ha managemen skills in luence he eam
en i onmen o a lesse ex en han hey a e in luenced by i . This sugges s ha he
o ganisa ional and eam en i onmen plays a mo e impo an ole in he de elopmen o
manage ial skills han eam managemen i sel . Thus, manage s wo king in complex and
dynamic wo k en i onmen s may de elop supe io skills ha a e in luenced by he need
o adap and espond o he challenges o di e se eams.
P o essional compe ence has a s ong in luence on ac o s ela ed o pedagogical de-
elopmen (0.184) and i s in eg a ion in o daily p ac ice. I is also in luenced, bu o a lesse
ex en , by psychological ac o s and he eam en i onmen , sugges ing ha p o essional
ac o s a e la gely independen o he psychological and social con ex , a leas in ela ion
o he indi idual’s applied knowledge and expe ience. This independence sugges s ha
p o essional expe ise is a undamen al and au onomous componen in he o ma ion o
indi iduals and is con inuously ein o ced h ough p ac ice. A he same ime, p o essional
Adm. Sci. 2025,15, 181 17 o 25
expe ise sub ly in luences ac o s o educa ional de elopmen as well as managemen
skills, sugges ing ha his ype o expe ise is essen ial o adap ing o changing educa ional
and p o essional needs. Expe ise can also con ibu e o an o ganisa ional clima e ha
suppo s con inuous lea ning and imp o emen o educa ional p ocesses.
Psychological ac o s s ongly in luence managemen skills (0.205) and eam en i on-
men (0.198), highligh ing he impo ance o men al s a e and emo ional balance in wo k
pe o mance. These ac o s a e also in luenced by educa ional de elopmen (0.179) and
p o essional expe ise (0.195), sugges ing ha he psychological heal h o indi iduals is a
p oduc o hei p o essional and educa ional expe ience, which has a signi ican impac
on how hey in e ac wi hin he eam and apply hei skills. The ele an heo e ical ob-
se a ion in his con ex is ha he in eg a ion o psychological suppo in o ganisa ional
se ings can indi ec ly con ibu e o imp o ing he pe o mance o eams and indi iduals
by enhancing hei abili y o cope wi h challenges and p essu es. In his sense, a heal hy
psychological en i onmen is essen ial o suppo long- e m sus ainable pe o mance.
The eam en i onmen is signi ican ly in luenced by managemen skills (0.199) and
psychological ac o s (0.198), sugges ing ha a posi i e and adap i e o ganisa ional clima e,
suppo ed by e ec i e managemen and an app op ia e s a e o mind, plays a c i ical ole
in eam pe o mance. Fu he mo e, he in luence o he eam en i onmen on leade ship
skills is ela i ely low (0.183), sugges ing ha o ganisa ional and psychological ac o s
wi hin eams ha e a g ea e impac on he o ma ion o leade ship skills han ice e sa.
In addi ion, obse ing he ela ionships be ween eam en i onmen and o he ac o s, he
p o ile o a leade wo king in a less homogeneous eam can be ou lined. This can be
deduced om he ac ha he eam en i onmen seems o in luence a he han di ec ly
in luence leade ship skills. Thus, leade s wo king in such he e ogenous eams migh show
g ea e lexibili y in adap ing hei leade ship s yle, and hei success would depend o a
conside able ex en on he abili y o c ea e a balanced and cohe en eam en i onmen .
The esul s ob ained using he DEMATEL me hod sugges ha , wi hin o ganisa ions,
he ac o s in luencing he p o essional de elopmen and pe o mance o eams a e in e -
ela ed and canno be analysed indi idually. I is also clea ha he eam en i onmen
plays a undamen al ole in he success o he o ganisa ion and has a signi ican impac on
managemen skills and o e all pe o mance.
This c ea es a p o ile o indi iduals wo king in a mo e di e se eam en i onmen ,
whe e he eam’s dynamics ha e a g ea e impac han manage ial skills. I may e lec
a endency o manage s o be mo e adap able and lexible in he ace o eam di e si y,
indica ing he need o ongoing aining in in e pe sonal and leade ship skills.
The e o e, in o de o suppo o ganisa ional pe o mance, i is essen ial ha all key
human esou ce ac o s—educa ional de elopmen , managemen skills, p o essional expe -
ise, psychological ac o s and eam en i onmen —a e in eg a ed in o a cohe en sys em
ha is ailo ed o he needs o eams and he challenges o he p o essional en i onmen .
5. Discussion
In o de o alida e and con ex ualise he esul s ob ained in his s udy, a compa ison
was made wi h simila s udies ha analysed HR ac o s using mul i-c i e ia decision-
making me hods.
The s udy by Es i i e al. (2021), conduc ed in he banking sec o , used he DEMATEL
me hod o explo e causal ela ionships be ween human esou ce ac o s. Fou elemen s in
hei model co espond concep ually o he ac o s in ou analysis. While some simila i ies
we e obse ed, such as he causal ole o pe sonal mo i a ion and eam dynamics, some
di e ences eme ged, pa icula ly in he causal anking o echnical skills and p ojec
in e es . This di e gence can be a ibu ed o sec o al di e ences, as banking ins i u ions
Adm. Sci. 2025,15, 181 18 o 25
and indus ial o ganisa ions ope a e unde di e en ope a ional dynamics and s a ing
s uc u es. The a ia ion highligh s he impo ance o con ex ualising decision-making
pa e ns in sec o -speci ic en i onmen s.
The ollowing ou lines he key poin s o con e gence and di e gence be ween ou
s udy and ha o Es i i e al. (2021) a e as ollows:
-
Bo h s udies used he DEMATEL me hodology o assess causal ela ionships among
HR ac o s.
-
Bo h ex ac ed he e alua ed ac o s om he exis ing li e a u e, ensu ing a heo e i-
cally g ounded amewo k.
-
Thei model included only 7 ac o s, esul ing in 49 in luence ela ionships, while ou s
included 20 ac o s and analysed a ne wo k o 400 in luence ela ionships, o e ing a
signi ican ly mo e comp ehensi e iew.
-
No signi icance h eshold (
α
) was calcula ed o applied in hei s udy, whe eas ou
model includes a sys ema ically compu ed h eshold o il e meaning ul in luences.
-
Thei esea ch was applied o he banking sec o , whe eas ou s ocuses on indus ial
o ganisa ions, which di e in s uc u e, dynamics and wo k o ce cha ac e is ics.
In he s udy by Isac and Waqa (2016), which ocused on indus ial o ganisa ions, he
au ho s examined he ole o pe sonal mo i a ion and i s impac on se e al o ganisa ional
dimensions, such as communica ion and coope a ion, wo king condi ions, e en s and
campaigns, p o essional de elopmen , managemen /leade ship s yle and ela ionship wi h
line manage s. Thei esul s s ongly suppo he conclusion ha pe sonal mo i a ion ac s
as a causal de e minan , which is consis en wi h ou indings, whe e pe sonal mo i a ion
was one o he op- anked causal elemen s. This alignmen ein o ces he obus ness o ou
model and con i ms he c i ical impo ance o in insic mo i a o s in modelling human
esou ce e iciency in indus ial con ex s.
A ele an poin o compa ison can be iden i ied in he s udy conduc ed by Sang-Bing
Tsai (2018), which analysed he key c i e ia in luencing job sa is ac ion among esea ch and
de elopmen pe sonnel. In his s udy, ou ac o s we e highligh ed as essen ial, compen-
sa ion, p omo ion, supe iso s, and job na u e, all ca ego ised wi hin he “high- ela ion,
high-p ominence” quad an . These we e conside ed co e causal ac o s, signi ican ly in-
luencing he o he c i e ia, and he au ho emphasises ha imp o ing hem could lead o
a sys emic e ec on o e all job sa is ac ion. The esul s ob ained in ou s udy—al hough
applied in a di e en indus ial con ex and using a mo e comp ehensi e DEMATEL
me hodological app oach—suppo his gene al idea o key causal ac o s wi h majo
impac . In pa icula , “pe o mance app aisal”, “in e es in he p ojec ” and “pe sonal mo i-
a ion” eme ge as c i ical d i e s in ou model, concep ually compa able o “compensa ion”
and “p omo ion” in Tsai’s amewo k in e ms o hei e ec on employee engagemen and
sa is ac ion. Mo eo e , “wo k–li e balance” and “ lexibili y and adap abili y” a e among
he impo an causal ac o s in ou analysis, aspec s ha may co espond o he pe cei ed
quali y o job na u e in Tsai’s s udy. I is no ewo hy ha bo h s udies ou line he idea
ha employee sa is ac ion and pe o mance canno be imp o ed solely h ough seconda y
en i onmen al ac o s (e.g., inge bene i s o co-wo ke ela ions), bu equi e s a egic
in e en ion on a co e se o s uc u al ac o s ha di ec ly impac mo i a ion, p o essional
s a us and pe cep ion o job meaning.
The s udy conduc ed by Sayyadi Too anloo e al. (2017) p oposes an in eg a ed
uzzy Analy ic Hie a chy P ocess (AHP) and in e al ype 2 uzzy DEMATEL model
o he assessmen o ac o s in luencing sus ainable implemen a ion o human esou ce
managemen . Bo h s udies use he DEMATEL me hod o analyse causal ela ionships and
ca ego ise ac o s in o cause and e ec ypes. Howe e , he me hodology used in his pape
is based on he classic DEMATEL, suppo ed by a Delphi analysis wi h indus y expe s,
Adm. Sci. 2025,15, 181 19 o 25
wi hou he in eg a ion o AHP weigh s. Bo h pape s iden i y psychological ac o s as
p ima y causes o o ganisa ional e ec i eness. In ou s udy, mo i a ion, inno a i eness and
wo k–li e balance a e among he mos in luen ial causal ac o s. These co espond di ec ly
o indica o s such as psychological needs sa is ac ion and well-being, which we e iden i ied
as “e ec i e indica o s” in he uzzy model o he compa a i e s udy. This co ela ion
s eng hens he alidi y o he indings, indica ing ha psychological aspec s play a c ucial
ole in bo h indus ial and sus ainable con ex s. Wi h ega d o he componen s o social
jus ice and collec i e esponsibili y, p esen in he compa a i e s udy as indica o s o social
sus ainabili y, hese dimensions a e ound in ou esea ch in he o m o he ac o s o
objec i i y and impa iali y, ca ego ised as eac i e ac o s. Thus, al hough bo h s udies
ecognise he impo ance o hese elemen s, hei posi ioning is di e en : in he uzzy
s udy, hey appea as in luen ial ac o s in suppo o social sus ainabili y, whe eas in he
indus ial con ex o ou s udy, hey a e mo e likely o be he esul o o he in luences.
Ou s udy, which ocuses on he in elligen alloca ion o human esou ces in indus ial
o ganisa ions, can be con as ed wi h he s udy o Cha zi o i e al. (2025), who p opose
an in eg a ed uzzy AHP and in e al ype 2 uzzy DEMATEL model o p io i isa ion o
ac o s a ec ing he sus ainable implemen a ion o human esou ce managemen . Bo h
s udies ocus on he causal ela ionships be ween ac o s and hei ca ego isa ion in o
cause–e ec ca ego ies. In ou case, he use o classical DEMATEL, applied o a sample
o expe ienced manage s in indus ial p ojec s, allowed he iden i ica ion o s ong causal
ac o s such as pe sonal mo i a ion, inno a i eness, educa ional le el, wo k–li e balance
and adap abili y, which decisi ely in luence o he ele an compe encies. Simila ly, he
compa a i e s udy sugges s a ca ego isa ion o sus ainabili y ac o s in e ms o causal-
i y, highligh ing ha he en i onmen al dimension and ce ain social indica o s—such
as social in as uc u e o access o employmen oppo uni ies—a e ac i e ac o s, while
o he elemen s, such as social esponsibili y o psychological needs, a e e ec s. The e o e,
he e is con e gence in he concep ual s uc u ing o ne wo ks o in luence, al hough he
pu pose and con ex o applica ion a e di e en . Mo eo e , we can obse e an in e es -
ing o e lap be ween some o he indings: o example, in bo h s udies, psychological
ac o s—mo i a ion, emo ional balance o sa is ac ion o indi idual needs—a e pe cei ed
as essen ial in de e mining o ganisa ional beha iou , bu a e a he eac i e, i.e., dependen
on o he enabling condi ions.
A second line o compa ison can be d awn wi h he s udy by Cha zi o i e al. (2025),
which p oposes he in eg a ion o ex e nal knowledge in o machine lea ning models
using echniques such as KEQA (Knowledge Enginee ing Quali y Assu ance) and KELM
(Knowledge-Enhanced Lea ning Machine). Al hough he aim is echnological in na u e,
aimed a imp o ing pe o mance in NLP (Na u al Language P ocessing) asks, he e is an
impo an me hodological pa allel. Jus as we used expe knowledge o build a ne wo k
o 400 causal ela ionships be ween human ac o s, hei s udy uses seman ic g aphs and
ex e nal knowledge ep esen a ions o s eng hen he decision consis ency o algo i hms.
Thus, bo h pape s alida e he idea ha he pe o mance o a sys em—whe he human o
au oma ed—depends on how i s cons i uen elemen s a e co ela ed and con ex ualised. In
conclusion, al hough he di e ences in me hodology and domain a e ob ious, he s udies
analysed p o ide ele an poin s o con ac bo h concep ually and in in e p e ing he
causali y o decision ac o s.
These compa isons highligh he indus y-speci ic na u e o he causal ela ionships be-
ween HR a ibu es, while demons a ing he ans e abili y and alidi y o key in luence s,
such as mo i a ion, ac oss di e en o ganisa ional se ings.
This s udy p o ides a aluable pe spec i e on he links be ween human esou ce
a ibu es in indus ial p ojec s, as i add esses a ne wo k o 400 in luence ela ionships,
Adm. Sci. 2025,15, 181 20 o 25
which ep esen s a much mo e comp ehensi e pe spec i e han p e ious esea ch in his
a ea. This s udy may also be applicable o o he ields by applying he ques ionnai e
esul ing om he li e a u e e iew. Howe e , as his is quali a i e esea ch, meaning
ha he esul s depend on he expe ise o he esponden s, i mus be comple ed by
manage s wi h expe ience in he indus y o ield o which his esea ch is o be adap ed.
This is because he analysis elies hea ily on he subjec i e judgemen s o he selec ed
expe s, whose pe spec i es may be in luenced by hei pe sonal p o essional expe iences,
sec o -speci ic no ms o egional and cul u al con ex s.
In addi ion, he model de eloped in his s udy is based on a se o 20 human esou ce
ac o s. Al hough hese ac o s ha e been iden i ied h ough a igo ous li e a u e e iew, i
is possible ha hey do no co e all ele an dimensions applicable in o he o ganisa ional
con ex s o indus ies. The e o e, he p oposed amewo k may no be di ec ly ans e able
o sec o s ope a ing unde di e en unc ional dynamics, bu should be complemen ed
wi h speci ic key ac o s.
Fu he mo e, we li e in inc easingly dynamic imes and con ex s a e changing a an
ala ming a e; i is ecommended ha his s udy be epea ed whene e deemed necessa y
a he s a egic managemen le el. Gi en hese aspec s, he esul s o his esea ch should
be in e p e ed wi h cau ion when applied o o he o ganisa ional con ex s.
6. Conclusions
This s udy in es iga ed he complex in e ela ionships among human esou ce a -
ibu es in indus ial o ganisa ions, using he DEMATEL me hodology o op imise labou
alloca ion in indus ial p ojec s. The indings emphasise he impo ance o a s uc u ed and
sys ema ic app oach o human esou ce managemen , demons a ing ha labou e ec i e-
ness is in luenced by a combina ion o skills, expe ience, mo i a ion and adap abili y.
The s udy highligh s he necessi y o o ganisa ions o adop a holis ic pe spec i e in
human esou ce planning, ensu ing ha ec ui men , aining and de elopmen s a egies
align wi h bo h indi idual compe encies and o ganisa ional goals. E ec i e eam coo dina-
ion, anspa en communica ion and con inuous lea ning we e iden i ied as undamen al
elemen s in os e ing an adap able and high-pe o ming wo k o ce.
Fu he mo e, he esea ch emphasises he dynamic na u e o human esou ce ac o s
and hei ecip ocal in luence on o ganisa ional e iciency. Well-managed labou no only
enhances indi idual pe o mance bu also con ibu es o o e all p ojec success. This
sugges s ha o ganisa ions should implemen e idence-based policies ha acili a e skill
enhancemen , engagemen and s a egic decision-making.
Unde s anding hese complex ela ionships helps manage s igu e ou he igh ac ions
o boos eam pe o mance and each p ojec goals. By ocusing on he key ac o s ha
d i e success and c ea ing a wo k en i onmen ha encou ages g ow h, o ganisa ions
can make be e use o hei human esou ces and g ea ly imp o e he chances o p ojec
success. This s a egic app oach, based on a igo ous analysis o he in e ela ionships
be ween human ac o s, is an essen ial componen o mode n human esou ce managemen
in he dynamic and compe i i e con ex o indus ial o ganisa ions.
Al hough his s udy makes a ele an me hodological con ibu ion, some limi a ions
should be men ioned. Fi s ly, he da a collec ion was based on manage s’ sel -assessmen s,
which may in oduce subjec i i y bias in he pe cep ion and e alua ion o compe encies.
Secondly, he se o compe encies analysed was de i ed om he exis ing li e a u e and
p ac ical expe ience, wi h he possibili y ha o he compe encies o speci ic ele ance we e
no included in he concep ual model. Fu he mo e, i is impo an o men ion ha he
ex e nal alidi y o he esul s may be in luenced by he speci ici ies o he o ganisa ional
con ex o each indus ial company.
Adm. Sci. 2025,15, 181 21 o 25
Fu he esea ch could explo e he applicabili y o he DEMATEL me hodology in a
wide ange o o ganisa ional con ex s, including di e en indus ies and o ganisa ions o
di e en sizes, in o de o assess he obus ness and applicabili y o he model. Ano he
impo an di ec ion is explo ing how pu ing he ob ained esul s in o p ac ice a ec s key
p ojec pe o mance indica o s. Ex ending he model by in eg a ing o he ele an a iables,
such as echnological, economic o o ganisa ional cul u e-speci ic ac o s, could en ich he
p edic i e capaci y o he analysis. I is also p oposed o deepen he dynamic analysis
o he in e ela ionships be ween he iden i ied compe encies, using longi udinal s udies
o assess he e olu ion o hese links o e ime and acco ding o p ojec cha ac e is ics.
Ano he oppo uni y o esea ch could be o in eg a e he DEMATEL me hodology wi h
o he mul i-c i e ia analysis ools o human esou ce managemen echniques in o de o
de elop an in eg a ed and op imised decision-making amewo k.
In conclusion, his s udy p o ides a comp ehensi e amewo k o unde s anding and
op imising human esou ce alloca ion in he indus ial en i onmen . By ecognising he
in e dependencies among labou a ibu es, o ganisa ions can c ea e sus ainable manage-
men p ac ices ha imp o e p oduc i i y and long- e m success. Fu u e esea ch should
explo e how echnological ad ancemen s and an e ol ing wo k en i onmen u he shape
he e ec i eness o human esou ce s a egies.
Au ho Con ibu ions: Concep ualiza ion, I.G.; R.M.N. and C.I.D.; me hodology, I.G.; R.M.N. and
C.I.D.; o mal analysis, R.M.N.; in es iga ion, I.G., R.M.N., O.U. and C.I.D.; esou ces, I.G., O.U.
and C.I.D.; da a cu a ion, R.M.N. and O.U.; w i ing—o iginal d a p epa a ion, R.M.N. and O.U.;
w i ing— e iew and edi ing, I.G., R.M.N., O.U. and C.I.D.; isualiza ion, I.G., O.U.; supe ision, I.G.;
p ojec adminis a ion, I.G.; unding acquisi ion, I.G. and C.I.D. All au ho s ha e ead and ag eed o
he published e sion o he manusc ip .
Ins i u ional Re iew Boa d S a emen : Au ho s ha e comple ed he e hical sel -assessmen o m
o ou esea ch p ojec . This o m se es o p elimina ily e alua e whe he he s udy equi es
u he e iew by he e hics commi ee. Based on he esponses p o ided in he sel -assessmen —
which e lec he non-in asi e na u e o he esea ch, he absence o any collec ion o pe sonally
iden i iable da a, and he ac ha pa icipan s a e p ope ly in o med and p o ide consen —i has
been de e mined ha a o mal e alua ion by he e hics commi ee is no equi ed. Acco ding o
ou ins i u ion’s p ocedu e, his ou come indica es ha he s udy alls in o a ca ego y ha does no
equi e addi ional e hical app o al, as i poses no isks o pa icipan s and does no in ol e e hically
sensi i e aspec s.
In o med Consen S a emen : W i en in o med consen was ob ained om all subjec s in ol ed in
he s udy o publica ion o his pape .
Da a A ailabili y S a emen : The da a ha suppo he indings o his s udy a e a ailable om he
co esponding au ho up-on easonable eques .
Acknowledgmen s: This wo k has been suppo ed by: (1) CERMISO Cen e —P ojec Con ac
no.159/2017, P og am POC-A.1-A.1.1.1.1-F; (2) Resea ch P og am Nucleu wi hin he Na ional
Resea ch De elopmen and Inno a ion Plan 2022–2027, ca ied ou wi h he suppo o MCID,
p ojec no. PN 23 43 04 01; and (3) Suppo Cen e o In e na ional RDI P ojec s in Mecha onics
and Cybe -Mix-Mecha onics, Con ac no. 323/22.09.2020, p ojec co- inanced by he Eu opean
Regional De elopmen Fund h ough he Compe i i eness Ope a ional P og am (POC) and he
na ional budge .
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
Adm. Sci. 2025,15, 181 22 o 25
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