Search results

This article aims to establish the need for professionals and industry to get together on a common platform to engage in discussions, identify innovations and set standards. The movement of employees from unorganized to organized segment is accelerating and subsequently the cost of managing employees is also going to increase manifold for Indian organizations. The HR Tech landscape is pegged at $400m annually and expected to grow significantly.

The paper looks at the HR Tech landscape and posits how HR technologies can help companies save significant costs, and also bring in advanced techniques such as automation and analytics which will improve work efficiency.

While big enterprises are also working in the area of HR technology, startups are showing rapid progress, owing to the fact that they do not have to cope with legacy data/technology/operations. Challenges still remain such as failure to lay groundwork for adoption by employees.

While there are diverse products and technologies in the market, the core challenge is to find the right product-market fit. HR buyers have to ensure that the solutions are future proof.

Automation is going to affect a lot of jobs, certain profiles more so than others. At a larger scale, integrating automation in work processes will have a substantial adverse impact on employees in these job profiles.

The HR Tech landscape is inundated with technology-first startups. There is a dearth of academic literature. There is also a cogent need for professionals and industry to get together on a common platform to engage in discussions, identify innovations, and set standards.

This monograph contains abstracts from the 2005 Employment Research Unit Annual Conference Cardiff Business School, Cardiff University, 6‐7th September 2005

This paper draws attention to the importance of Smart Human Resource Management (Smart HRM) practices in Industry 4.0. Human Capital is inevitable in the growth and development of the organization. Hence, it is germane that the companies align their HR processes with the ever-changing technological landscape to harness growth, productivity and create value. The paper illustrates the smart HR practices of Tech Mahindra and the benefits derived from them.

The paper illustrates the case of Tech Mahindra’s HR digitalization journey to transform HR processes in the era of Industry 4.0

Smart HR 4.0. implementation is vital to coping up with the challenges of Industry 4.0.. The transformation of HR processes in Tech Mahindra led to improved productivity, reduced cost, reduced manual work, smart workforce, retention of talent and competitive edge.

To match the pace of industry 4.0 and leverage its true benefit the companies should focus on automation of HR processes, make the workforce smarter and agile to drive efficiency, innovation, improve productivity, save cost and stay hyper-competitive. This paper offers insights on that how Tech Mahindra promoted the Industry 4.0 technologies in various HR functions to foster a climate of innovation, growth, and development, thereby facilitating the company to stay ahead of the curve.

The objective of this study is to analyse the integration of technology in Human Resources Management (HRM) with a special focus on Artificial Intelligence (AI), Machine Learning (ML), Internet of Things (IoT) and Big Data.

This study aims to contribute to the understanding of these trends by conducting a thorough bibliometric analysis using the Scopus database, encompassing research on HRM and Technology from 1991 to 2022. By employing citation analysis, co-citation analysis and co-word analysis, the study uncovers key patterns and trends in the field.

The findings indicate that AI, Big Data and ML are the focal points of research when exploring the intersection of Technology and HRM. These technologies offer promising prospects for enhancing Human Resource processes, such as Talent Acquisition, Performance Management and Employee Engagement.

In our study, we showcase the practical implications that offer guidance for HR researchers and professionals, enabling them to make informed decisions regarding the adoption and implementation of Information Technology.

This research can provide valuable insights to HR managers on the use of cutting-edge technology in HRM. It aims to enhance the manager’s awareness of how technology-enabled HRM can improve HR performance.

This study adds to the existing body of knowledge on how Modern Technology empowers HRM. It also proposes a conceptual framework for the use of Modern Technology along with Strategic Management and Knowledge Management to improve Human Resource Performance.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.

Technological start-ups are significant contributor to the innovation and employment provider in an economy. Numerous technological start-ups are established every year; however, only a miniscule percentage of these technological start-ups sustain and scale up in the long run. The aim of this study is to investigate the factors that affect Indian technological start-ups’ competitiveness.

Case study analysis of two technological start-ups (namely, WayCool and Moglix) is undertaken to study the factors affecting the competitiveness of technological start-ups in India. Being a relatively underexplored theme of study in entrepreneurship and strategy, case analysis facilitates exploration and validation of factors influencing competitiveness. Information for case study analysis is drawn from secondary sources of information. The collected data undergoes deductive thematic analysis to systematically identify and examine recurring themes and patterns relevant to the competitiveness of Indian technological start-ups.

Case analysis reveals that innovation intensity, organisational agility and internationalisation influence competitiveness of technological start-ups. The importance of the role of each of these factors for entrepreneurial ventures has been highlighted in literature; however, their effect on competitiveness has not been examined in extant literature.

Being among the few studies on the competitiveness of technological start-ups in specific and start-ups in general, this study highlights the gap in the literature and suggests the need for examining the competitiveness of technological start-ups.

For the practitioners, this study reinforces the need for entrepreneurs to emphasise fundamental factors that build competitiveness. Subsequently, the sources of competitiveness shall enable the start-up to gain a competitive advantage.

This is among the few studies to have explored the competitiveness of technological start-ups in the Indian context.

This research explores and examines the change in perception artificial intelligence (AI) technology can bring in various human resources (HR) functions [(perception of change that AI can create in the talent acquisition (PAITA), perception of change that AI can create in the training and development (PAITD), perception of change that AI can create in the performance assessment (PAIPA) and perception of change that AI can create in the pay and rewards (PAIPR)] and its impact on intention to adopt AI by HR professionals. Additionally, as the literature on trust in AI is scanty, the mediation influence of AI-tech trust was also examined.

Cross-sectional data were gathered from 264 HR professionals from Indian e-commerce organizations. The model has been tested using a two-step partial least squares-based, structural equational modeling (PLS-SEM) technique.

AI uses algorithms for creating accurate and trustworthy information databases; it also enables quick data access and transmission, which enhances HR functions. Employees’ perception of the change that AI can bring to various HR functions significantly impacts the adoption of AI in HR. Additionally, AI-tech trust positively mediates all the hypothesized relationships.

Based on stimulus-organism-response (S-O-R) and affordance theory, this study significantly increases the understanding of how employees perceive changes in various HR functions as a result of AI implementation and how much they trust the AI technology. This study also addresses the lack of research on AI integration in HR, with a special focus on developing countries.

The purpose of this paper is to provide insights into the conduct of recruitment process outsourcing (RPO), based on a real-life case study of one company in Malaysia. The paper analyses the company’s process of recruitment outsourcing from beginning to end, in three sections: RPO decision, RPO implementation and RPO outcome.

The case study was carried out through semi-structured interviews with relevant respondents, including the country HR manager, the HR staff and operation managers in the organisation, plus with the RPO provider.

The key findings, from a theoretical and academic viewpoint, are that RPO decisions and implementation cannot be fully or properly explained by one theory, but are better explained by integrating transaction cost economics, the resource-based view and the Agency Theory. The study also highlights the importance of involving end users in the RPO process.

While this single case study gives a clear, in-depth insight into the issues in this particular instance, future research extending to a wider range of organisations would serve to expand the findings and provide more generalisable results.

Practitioners and service providers should be able to draw valuable lessons from the experience of Tech-solution, particularly from the different perceptions and levels of satisfaction about the service provider’s performance between internal HR and the internal end users (operation managers).

This paper provides a specific and detailed analysis of RPO implementation in practice. It also addresses the call for more RPO outsourcing-specific research in the extant literature.

This study aims to investigate the impact of an institutionalized market context on platform ecosystem development. It studies how platform ecosystems are set up and evolve in the asset management industry and explores the role of the platform leader and selected core network partners in unleashing value innovation notwithstanding institutional barriers. A problematization lens is used to identify deviations between the management practices in this industry setting and the prescriptions and suggested practices in the extant literature on platform ecosystem development.

The research follows a retrospective longitudinal single-case design focusing on the development of a new platform ecosystem to which several PaaS initiatives are linked. It is based on 13 in-depth interviews over a one-year period triangulated with documentation and member checks. This study identifies the impact of regulations and norms on the early stages of platform ecosystem development.

In this institutionalized market, intensified interactions between carefully selected strategic market players focusing on platform development, lead to growing value innovation initiatives. The collaboration between core actors evolves “under the radar” with select partners and with lots of controls by incumbents. The value innovation process evolves in a non-disruptive way. Initially, the new value initiatives are rather incremental and focus on optimizing the present business models while slowly adding new peripheral services shared as successful signs of value innovation initiatives. This “submerged” direction enables platform actors to gather critical mass and stimulates co-evolution with key players.

This paper outlines one vertical and looks at various principles involved during early stages of platform development. Because the authors have chosen a deep dive into one institutionalized setting, future studies could investigate a broader scope of institutionalized settings/verticals and a broader scope of management stages and related practices to replicate the study and corroborate the findings. The idea raised from hybrid platform ecosystem development also warrants further study.

Practitioners in institutionalized business-to-business markets find suggestions on how to overcome institutional barriers to platform ecosystem development and this study shows which levers can be used by core actors of ecosystems to strengthen established business models and simultaneously unleash value innovation initiatives.

This study contributes to the understanding of the challenges to be faced when setting up and expanding platform ecosystems in a highly institutionalized setting and identifies “levers” to create a smooth flow and snowball effect for platform ecosystem development. It “fine-tunes” the extant literature on platform ecosystem development to institutionalized markets.

The purpose of this paper is to demonstrate applicability of design thinking in creating employee centric HR solutions. This application is studied in the context of a food tech company. A design thinking process for arriving at an HR solution for employee experience management is proposed.

The study uses a single case study method. The HR professionals of a food tech company were interviewed to relate their narratives with the existing conceptual framework on design thinking.

It was found that the firm focused on the technological supremacy as well as developed an engaged and motivated team of delivery boys. This provided the required competitive advantage and growth. The first step in implementing the HR solution was to collect primary data for insights into the pain and gain points in employee’s day to day routine. Using the lens of empathy, multiple touch points through incentive policies, rewards, work engagement tools, feedback, inclusive decision making, and technology enabled learning solutions were designed. These signaled a caring and employee centric leadership and built future orientation and engaged the employees.

By demonstrating the applicability of design thinking and linking it to the HR solutions, a conceptual model relevant to the Food Tech industry was proposed. By integrating the process used to reach the solution, a modified model can be developed by other HR professionals working in any other Food tech company, aggregator/ service providers or logistics companies.

The study is among the initial studies to approach design thinking for HR solutions in a food tech industry.