Demystifying the roles of organisational smart technology, artificial intelligence, robotics and algorithms capability: A strategy for green human resource management and environmental sustainability

Abstract

With growing climate change concerns, and constant advancements in smart technology, artificial intelligence, robotics, and algorithms (STARA), organisations in emerging economies are becoming more compelled to go green, develop and deploy their STARA capability to boost profits more effectively, and their environmental sustainability (ES). Likewise, with governments increasingly calling for ES, organisations' human resource management (HRM) is further pressured to ensure their programmes aid realisation of environmental objectives without compromising profit maximisation. However, it remains unclear how complementary Green HRM (GHRM) programmes can be supported by organisational STARA capability (OSC) to bolster ES. Accordingly, we investigate how OSC and GHRM programmes predict ES through a time lagged survey design with data from 461 managers of 177 manufacturing organisations in Nigeria. Results indicate that OSC positively predicts all GHRM programmes and ES but dampens the positive relationship between green training, involvement and development (GTID), and ES. Apart from green performance and compensation (GPC), which is a negative predictor, other GHRM programmes positively predict ES. While green recruitment and selection (GRS) and GTID are complementary mediators, GPC plays a competitive mediating role. Policy implications are subsequently discussed.

Investigating the impact of artificial intelligence on human resource functions in the health sector of China: A mediated moderation model

“…Firstly, technological awareness significantly mediates the relationship between artificial intelligence and functions with values The findings of this study supported H2. The study outcomes align with the literature on the relationship between technological awareness mediates the relationship between artificial intelligence and HR functions [ 43 , 44 ]. Secondly, social media influence significantly mediates the relationship between artificial intelligence and functions with values The results of this study supported H3.…”

“…It is possible to post job openings and reach a larger pool of people using social media platforms and online job boards. Furthermore, HR professionals can use applicant tracking systems to streamline recruitment and manage candidate applications more effectively [ 44 ]. Technology awareness can be leveraged to give healthcare workers opportunities for training and development.…”

The Role of Smart Human Resource Management in the Relationship between Technology Application and Innovation Performance

“…Questions pertaining to SHRM practices draw from the research of Strohmeier (2020) [70] (questions 1, 3, and 4), Hussein and Abdullah (2023) [71] (questions 2, 5, and 6), and Pillai and Srivastava (2024) [20] (questions 7 and 8), ensuring that the questionnaire captures the latest insights and best practices in HRM. Similarly, questions addressing technology application are derived from Ogbeibu et al (2024) [72] (questions 1, 3, and 10), Mishra and Akman (2010) [73] (questions 4, 6, and 7), and Turulja and Bajgoric (2018) [74] (questions 2, 5, 8, and 9), reflecting the diverse technological landscape within organizations. Furthermore, questions focusing on innovation performance are adapted from studies by Riana et al (2020) [75] (questions 2, 3, and 8), Singh (2018) [58] (questions 1, 5, 6, and 9), and Diaz-Fernandez et al (2015) [66] (questions 4 and 7), encompassing various dimensions of innovation (see Appendix A).…”