The levels of artificial intelligence application in human resource systems

Ćormarković, Teodora; Dražeta, Lazar; Njeguš, Angelina

doi:10.5937/ejae19-39535

Cited by 7 publications

(3 citation statements)

References 27 publications

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“…2 Reč je o integrisanim sistemima koji omogućavaju prikupljanje, skladištenje i analizu informacija za rad funkcija ljudskih resursa. 3 Softver koriste mala i srednja preduzeća na isti način kao i najveće kompanije kako bi što efikasnije iskoristili svoje troškove ljudskih resursa i na odgovarajući način grupisali svoje resurse. 4 Na osnovu istraživanja koju je sproveo IBM, 66% izvršnih direktora veruje da veštačka inteligencija donosi značajne benfite u sektoru za upravljanje ljudskim resursima.…”

Section: Zašto Primenjivati Veštačku Inteligenciju U Sektoru Za Ljuds...unclassified

Stavovi zaposlenih o uvođenju i primeni veštačke inteligencije u sektoru za upravljanje ljudskim resursima

Dostanić

2024

SNG

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U današnjem savremenom svetu poslovanja, kompanije imaju raznolike mogućnosti za rast i razvoj. Nekoliko kompanija za razvoj softvera nudi praktična i laka rešenja koja olakšavaju upravljanje svakodnevnim poslovnim zadacima. Svrha ovog istraživanje jeste da saznamo kako zaposleni doživljavaju veštačku inteligenciju i da li se osećaju dovoljno kompetentnim da se prilagode uslovima koji se stalno menjaju. Dakle, analiza je pokazala da učenje i prilagođavanje novim sistemima i tehnologiji ponekad može biti izazovno, čak i za mlađe generacije. Međutim, zaposleni su otvoreni za promene i voljni da uče, čak i kada im je proces prilagođavanja u početku težak. Naime, neophodno je zaposlenima pružiti odgovarajuće informacije o detaljima planiranih promena. Isto tako, važno je podeliti sa njima koje su to koristi od uvođenja ovih tehnologija kako za njih, tako i za kompaniju.

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Section: Zašto Primenjivati Veštačku Inteligenciju U Sektoru Za Ljuds...unclassified

Stavovi zaposlenih o uvođenju i primeni veštačke inteligencije u sektoru za upravljanje ljudskim resursima

Dostanić

2024

SNG

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“…Since human resources are considered a major strategic factor of any organization, therefore, applying strategic management to a strategic resource is not only justifiable but also necessary (Ćormarković et al, 2022;Šebestová & Popescu, 2022). In fact, strategic human resource management involves the strategic alignment of human resource activities and functions with the goals and mission of the organization in a way that maximizes effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Pathology of the Human Resources System in Long-term National Programs: A Comparative Study between the First and Second Plans Based on Operational Factors

Javdankherad,

Yarahmadi,

Tamjid yamcholo

2024

IJIMOB

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Objective: This research was conducted with the objective of pathologizing the human resource system of the country's long-term programs in a comparative study between the first and second plans based on operational factors. Methodology: This study was qualitative in approach and applied in objective. The statistical population included all effective managers in discussions related to the human resource management system in long-term national programs, members of parliament, heads of organizations, managers, and deputies of government agencies involved with the human resource management system. Interviews were used as the data collection tool. The obtained damages were analyzed using the one-variable T-test, and then the identified damages were analyzed and prioritized using the AHP method. Findings: The findings showed that the sub-criterion of the absence of a career advancement path in government organizations with an eigenvector of 0.692 was in the first priority; the sub-criterion of types of employment without examination in executive devices with an eigenvector of 0.64 was in the second priority; the sub-criterion of degree-orientation with an eigenvector of 0.63 was in the third priority; and the sub-criterion of inadequate direct financial compensation for employees with an eigenvector of 0.6 was in the fourth priority. Also, the inconsistency rate of the comparisons made was 0.042, which, being less than 0.1, indicates that the comparisons made can be trusted. Conclusion: It can be concluded that the lack of clarity in the career path is the most serious damage to the country's human resource system, which planners can mitigate by paying more attention to this challenge.

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“…The advancement and widespread application of modern digital technologies and tools such as Big Data, Real-Time Analytics, Internet of Things, 5G, Mobile Technology, ChatGPT, Blockchain, Cloud Technology, Virtual Reality, Augmented Reality, Additive Manufacturing, Robotic Process Automation, Artificial Intelligence, Machine Learning, Quantum Computing, Digital Twin, and API Based Integration have significantly altered the working environment and working conditions (Balakrishnan & Das, 2020;Ciarli et al, 2021). For that reason, traditional approaches and methods are being repositioned and changed in order to become more intelligent and agile (Ćormarković, Dražeta, & Njeguš, 2022).…”

Section: Introductionmentioning

confidence: 99%

The impact of digital technologies on employee engagement: Case study of company "A" in Serbia

Lukić-Nikolić

2023

EurJ Appl Econ

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The rapid and progressive advancement of modern digital technologies and tools, as well as their widespread application, have changed the working environment and working conditions. As a result, many concepts, methods, practices, and activities related to employee engagement must be reconsidered and adapted to the needs of the new workplace. This paper highlights the key changes in employee engagement caused by digital technologies. Obtained results from conducted case study in one IT company from Serbia showed that modern technologies enable remote work, flexible working hours, more challenging and interesting tasks, but also lead to a variety of challenges among which are technologically caused stress, over-reliance on technology, work-life conflict, and burnout syndrome. The findings presented in this paper can be useful for managers and leaders who want to build, improve, and nurture employee engagement in the digital age. Human resource managers also have valuable information on how to develop practices and methods for using digital technologies and tools in the best possible way, without negative effects and consequences on employee engagement.

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The levels of artificial intelligence application in human resource systems

Cited by 7 publications

References 27 publications

Stavovi zaposlenih o uvođenju i primeni veštačke inteligencije u sektoru za upravljanje ljudskim resursima

Stavovi zaposlenih o uvođenju i primeni veštačke inteligencije u sektoru za upravljanje ljudskim resursima

Pathology of the Human Resources System in Long-term National Programs: A Comparative Study between the First and Second Plans Based on Operational Factors

The impact of digital technologies on employee engagement: Case study of company "A" in Serbia

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