Impact of disruptive technology on human resource management practices

Stanley, Deborah Sharon; Aggarwal, Vaneeta

doi:10.1504/ijbcrm.2019.102608

Cited by 17 publications

(9 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In the cluster Strategic HR and AI examined various AI techniques in association with outcomes in minimising errors and freeing up tasks to maximise profits, Organisational Human resources and artificial intelligence Development (Abdeldayem and Aldulaimi, 2020;Vinichenko et al, 2019;Sahota and Ashley, 2019;Stanley and Aggarwal, 2019;Prem, 2019) that is, those with a central focus on improving performance in HR management to contribute to sustainable organisational outcomes (Stanley and Aggarwal, 2019;Richter et al, 2008). Also include reflections on Obstacles and Challenges in the utilisation of AI and the complexity of HR phenomena, the constraints imposed by small data sets, liability issues associated with fairness and other ethical and legal constraints and possible adverse employee reactions to decisions and other algorithmic challenges that may arise (Tambe et al, 2019).…”

Section: Discussion and Research Agendamentioning

confidence: 99%

“…In the cluster Strategic HR and AI examined various AI techniques in association with outcomes in minimising errors and freeing up tasks to maximise profits, Organisational Development (Abdeldayem and Aldulaimi, 2020; Vinichenko et al ., 2019; Sahota and Ashley, 2019; Stanley and Aggarwal, 2019; Prem, 2019) that is, those with a central focus on improving performance in HR management to contribute to sustainable organisational outcomes (Stanley and Aggarwal, 2019; Richter et al. , 2008).…”

Section: Discussion and Research Agendamentioning

confidence: 99%

“…These factors come in addition to how intelligent HR practices are capable of benefitting every activity interrelated with HR, including providing more support to candidates given that AI increases availability, takes on repetitive tasks and provides digital support for interacting with users. From this perspective, Stanley and Aggarwal (2019) emphasise the potential gains for the HR field Human resources and artificial intelligence deriving from the automaton of monotonous and repetitive tasks returning greater availability to HR managers then able to dedicate their time to high priority work. Therefore, while this changes the role of professionals in this field, there is no loss in their importance and significance to their organisations.…”

Section: Cluster 1: Strategic Hr and Aimentioning

confidence: 99%

See 2 more Smart Citations

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

Jatobá

Ferreira

Fernandes

et al. 2023

JOCM

View full text Add to dashboard Cite

PurposeThis study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving development in the field of human resources (HR) at the strategic and managerial level.Design/methodology/approachA systematic literature review (SLR) was conducted using the Scopus database, which gathered 61 articles between 2002 and 2022. The SLR process has the potential to, in addition to generating knowledge and theories, support and guide policy development and practice in many disciplines.FindingsThe results of this study allowed the author to identify three main conclusions: (a) there are four thematic clusters – (i) Strategic HR and AI, (ii) Recruitment and AI, (iii) Training and AI and (iv) Future of work; (b) there is a growing academic interest in studying the implementation of AI to develop the HR sector and (c) the application of AI stands out in the strategic HR and AI cluster as a means of achieving profit maximisation and the overall development of the organisation.Originality/valueThis study is the first SLR to present a strategic and managerial view on AI applications associated with specific HRM dimensions. The study is also the first SLR to identify key trends in the literature, drivers and obstacles to the development of AI in HRM and then place them within the landscape of positive and negative approaches in a framework. Also, as a contribution, the study has practical implications for HR managers and practitioners in adopting AI as a decision support in the area's processes.

show abstract

Section: Discussion and Research Agendamentioning

confidence: 99%

Section: Discussion and Research Agendamentioning

confidence: 99%

Section: Cluster 1: Strategic Hr and Aimentioning

confidence: 99%

See 1 more Smart Citation

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

Jatobá

Ferreira

Fernandes

et al. 2023

JOCM

View full text Add to dashboard Cite

show abstract

“…E-HRM enables organizations to integrate electronic job designs and can assist organizations in motivating employees towards value-based decisions [83], such as sustainability practices. If an organization can retain people through enhanced talent management using e-HRM practices [84], it can have high returns on investments [85].…”

Section: Discussionmentioning

confidence: 99%

The Effect of Electronic Human Resource Management Systems on Sustainable Competitive Advantages: The Roles of Sustainable Innovation and Organizational Agility

Alqarni,

Agina,

Khairy

et al. 2023

Sustainability

View full text Add to dashboard Cite

This study attempts to examine the impact of electronic human resource management (E-HRM) systems on achieving a sustainable competitive advantage (SCA) in the tourism and hospitality industry by incorporating sustainable innovation (SI) and organizational agility (OA) as mediators. To survive, tourist and hospitality organizations must embrace digital transformation by using E-HRM practices such as digital recruiting, online training, and performance management tools. Organizations may improve their HR departments’ efficiency, effectiveness, and decision making, enhancing the overall organizational performance and preserving a sustainable competitive edge. Middle and first-line management of the five-star hotels and travel agencies in category A operating in Egypt were investigated. A PLS-SEM analysis was performed on 313 valid responses, gathered using WarpPLS 7.0. The findings revealed that E-HRM is positively associated with SCA, SI, and OA. Furthermore, there were positive associations between SI and OA and SCA. SI and OA were also shown to be mediators in the relationship between E-HRM and SCA. The study adds to the existing literature on how E-HRM impacts SI, OA, and SCA. The relationship between these components in hotels and travel agencies has not been the subject of any empirical research. The current study has addressed gaps by empirically analyzing these relationships in the context of Egyptian hotels and travel agencies. It integrates E-HRM, innovation, organizational agility, and competitive advantage within the context of sustainability in tourism and hospitality.

show abstract

“…Therefore, the AI's momentum will expand to cover almost all sectors and departments in the organizations (Harvard, 2017). One of these departments will be HRM (Stanley & Aggarwal, 2019). AI, Machine learning and deep learning literature have offered a broad range of applications in HRM area so far (Rocabert, 2017).…”

Section: The Conceptual Frame Of Ai and Its Building Unitsmentioning

confidence: 99%

Adoption Factors of Artificial intelligence in Human Resources Management

Tuffaha¹,

Perello-Marin²

2022

Future Bus. Adm.

View full text Add to dashboard Cite

The phenomenon of artificial intelligence has been widely studied in several areas. In opposite, in terms of AI in HRM, the literature shows limited research on the adoption factors of artificial intelligence (AI) in HRM. AI has been enrolled in several HRM’s areas starting from staffing till management performance or compensation. A set of suggestions on how to adopt AI in HRM has been raised. This piece of research aims to identify the adoption factors of six scenarios of AI in HRM. These scenarios are turnover prediction with artificial neural networks, candidate search with knowledge-based search engines, staff rostering with genetic algorithms, HR sentiment analysis with text mining, résumé data acquisition with information extraction and employee self-service with interactive voice response. As a result, compatibility, relative advantage, complexity, managerial support, government involvement, and vendor partnership are determinants affected factors of AI adoption in HRM. This paper tries to address new insights for practitioners and academics by minimizing the risks associated with AI adoption in some areas of HRM through exploring determinant factors of adoption.

show abstract

Impact of disruptive technology on human resource management practices

Cited by 17 publications

References 0 publications

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

The Effect of Electronic Human Resource Management Systems on Sustainable Competitive Advantages: The Roles of Sustainable Innovation and Organizational Agility

Adoption Factors of Artificial intelligence in Human Resources Management

Contact Info

Product

Resources

About