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Article
Publication date: 15 May 2018

Brijesh Sivathanu and Rajasshrie Pillai

This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain…

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8122

Abstract

Purpose

This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition.

Design/methodology/approach

The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process.

Findings

An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth.

Originality/value

This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.

Details

Human Resource Management International Digest, vol. 26 no. 4
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 25 February 2020

Anju Verma, Monika Bansal and Jyoti Verma

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…

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1508

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Strategic Direction, vol. 36 no. 5
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 26 February 2021

Yennef Vereycken, Monique Ramioul, Sam Desiere and Michiel Bal

Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the…

Abstract

Purpose

Recent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship between Industry 4.0 and three HR practices: i.e. employee involvement, job design and skill development.

Design/methodology/approach

We use data of the European Company Survey (ECS) (2019). This nationally representative survey in the EU28 gathers data on workplace practices among managers from establishments employing at least 10 employees. We focus on 5,609 establishments in the manufacturing sector.

Findings

Firstly, employee involvement shows a strong positive correlation with Industry 4.0, irrespective of the digital technology used, country or firm size. Secondly, weak but significant correlations are found with increasing job complexity and skill development.

Research limitations/implications

Research should engage in fine-grained analyses of the alignment between particular digital technologies and their respective HR practices.

Practical implications

Our results stress the importance of involving employees during the implementation of Industry 4.0.

Originality/value

Despite frequent acknowledgement across Industry 4.0 roadmaps and maturity models, the predictions for HR practices are empirically incomplete and theoretically inconclusive.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 9 August 2021

Vernika Agarwal, Kaliyan Mathiyazhagan, Snigdha Malhotra and Tarik Saikouk

Sustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this…

Abstract

Purpose

Sustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative.

Design/methodology/approach

The authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology.

Findings

The performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0.

Practical implications

This work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society.

Originality/value

Sustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 28 September 2021

Rohit Kumar Singh, Soni Agrawal and Sachin Modgil

The present study is an attempt of identifying the human capital skills and HR-related challenges faced by top management in the perspective of industry 4.0 in emerging…

Abstract

Purpose

The present study is an attempt of identifying the human capital skills and HR-related challenges faced by top management in the perspective of industry 4.0 in emerging economies. In addition, the importance or key resources related to human assets that help in attaining competitive advantages while adopting newer digital technologies are also identified.

Design/methodology/approach

For identifying the dimensions of human capital skills in the perspective of industry 4.0, an extensive review of literature was performed. Along with that, feedback from the expert was used to conceptualize the importance and relationship of the skills in the context of industry 4.0. After that, a qualitative survey was launched and triangulate method was applied for identifying the skills. AHP and DEMATEL was used to analyze the relationship among the skills and subskills and to rank them based on their importance.

Findings

The qualitative survey resulted in skills such as “Cognitive, Emotional and Behavioural skills” and subskills of them. AHP results indicated that “Cognitive skills” was found as the most important skill followed by “Emotional skills” and “Behavioural skills”. In addition to this, DEMATEL was applied for seeking the inter-relationship and identifying the “Cause” and “Effect” relationship of skills and sub-skills.

Originality/value

This study prioritizes factors in a coordinated manner and also finds the relative importance in the context of industry 4.0. It will help further in identifying and deploying human capital with the right skills and will play a significant role at the time of formulating organizational and HR level strategies.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 21 August 2019

Geeta Rana and Ravindra Sharma

The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0

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1597

Abstract

Purpose

The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0.

Design/methodology/approach

The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy.

Findings

This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices.

Originality/value

This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

Details

Strategic HR Review, vol. 18 no. 4
Type: Research Article
ISSN: 1475-4398

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Book part
Publication date: 16 November 2020

Sujo Thomas, Sonal Kureshi, Susmita Suggala and Valerie Mendonca

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the…

Abstract

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the demands of the marketplace. This chapter focuses on HRM 4.0 and the change in employer branding strategies due to rapid increase in digitalisation, for example, through analytics and big data. A conceptual framework is provided that links HRM 4.0 with employer branding strategies.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

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Article
Publication date: 11 February 2021

Himani Mishra and M. Venkatesan

The purpose of this study is to understand the views of employees about the application of distributed ledger database technology blockchain, in area of human resource…

Abstract

Purpose

The purpose of this study is to understand the views of employees about the application of distributed ledger database technology blockchain, in area of human resource management (HRM) of organizations. The current study aims to understand the views of both HR and non-HR employees of how they assess the current scenario of HRM in their organizations, their awareness about the blockchain technology and their opinion about the scope of application of blockchain in HRM.

Design/methodology/approach

A sample of 158 employees was collected consisting of employees working in both HR and non-HR profiles across various organizations. Chi-square test of homogeneity, log-linear analysis and basic frequencies were used to analyze the data.

Findings

The results revealed that there was no difference in viewpoints of HR and non-HR employees across all contexts related to blockchain in HRM. The study also analyzed the opinion of employees regarding advantages, organizational barriers and probable usages of blockchain in HRM.

Research limitations/implications

The study will provide an insight to the organization decision-makers who are willing to roll out Industry 4.0 technology blockchain in HRM and beliefs of employees regarding acceptance of such change in organization.

Originality/value

This study will be a novel attempt to understand the scope of application of blockchain technology in HRM of organizations in Indian context.

Details

Journal of Organizational Change Management, vol. 34 no. 2
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 December 2020

Bhaveshkumar Nandanram Pasi, Subhash K. Mahajan and Santosh B. Rane

The purposes of this research article are as follows: to explore the understanding of the Industry 4.0 (I4.0) concept among Indian manufacturing industries, to determine…

Abstract

Purpose

The purposes of this research article are as follows: to explore the understanding of the Industry 4.0 (I4.0) concept among Indian manufacturing industries, to determine the motivating factors for I4.0 implementation, to identify I4.0 enabling technologies which are used by Indian manufacturing industries and assess their sustainability, to explore the impact of above identified enabling technologies on sustainability pillars, to determine how Indian manufacturing industries interpret the concept of I4.0 and to develop a road map for I4.0 implementation and sustainability.

Design/methodology/approach

To perform this research work, a dual research methodology was adopted. Questionnaires were sent to 16 Indian manufacturing industries, and expert interviews were conducted with seven experts who have been practicing the I4.0 concept since the last three years in their business. Also, a sustainability measurement tool was developed to measure the sustainability of the used I4.0 enabling technologies.

Findings

In this research article, it is found that smart sensors and robot arms have high sustainability, whereas cyber physical systems (CPSs) and big data analytics have low sustainability. During an expert interview, it has been found that adoption of the I4.0 concept in Indian manufacturing industries is creating job loss fear in employees. Also, it is found that Indian workers must be trained to adopt and sustain I4.0 enabling technologies.

Research limitations/implications

The sustainability of I4.0 enabling technologies in Indian manufacturing industries was indicated by analyzing responses received through questionnaires and expert interviews. There are other measures of sustainability which are beyond this study. Further studies are expected to fill the gap.

Practical implications

The authors have explored reasons for low sustainability of I4.0 enabling technologies in Indian manufacturing industries, suggested a road map for its implementation and sustainability and identified the relationship between different parameters (such as job loss, job creation, workers’ qualification and business profit) and I4.0 sustainability, therefore helping Indian organizations to develop sustainable manufacturing systems based on the I4.0 concept.

Originality/value

This research article gives an idea about sustainability of I4.0 enabling technologies in Indian manufacturing industries.

Details

International Journal of Productivity and Performance Management, vol. 70 no. 5
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 10 January 2019

Lara Bartocci Liboni, Luciana Oranges Cezarino, Charbel José Chiappetta Jabbour, Bruno Garcia Oliveira and Nelson Oliveira Stefanelli

The purpose of this paper is to address the potential impacts of Industry 4.0 on human resource management (HRM) – with a particular focus on employment, job profile and…

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3986

Abstract

Purpose

The purpose of this paper is to address the potential impacts of Industry 4.0 on human resource management (HRM) – with a particular focus on employment, job profile and qualification and skill requirements in the workforce – which can have implications for supply chain management (SCM). Consequently, exploratory relationships among Industry 4.0, HRM and SCM are presented based on a systematic review.

Design/methodology/approach

To explore Industry 4.0 literature and its impact on employment, the authors used a systematic literature review to identify, classify and analyze current knowledge, flagging trends and proposing recommendations for future research in this area. Using the Web of Science database, the authors utilized co-citation software to visualize the networks which emerged from recurrent terms and which were then used to develop the categories of analysis.

Findings

The authors can affirm that the literature in this field is in a transition process, from the early studies of German academics to the current development of new impacts worldwide. Industry 4.0 is the central theme of the literature analyzed and is accomplished through the development of employment, qualifications, skills and learning frameworks. The results reveal that most papers are conceptual, with quantitative studies still lacking. Developed countries have a leading role in terms of research production, while Latin America and Asia are far behind. Clustering reveals four dominant themes (educational changes, employment scenario, work infrastructure resources and work meaning and proposal). The first refers to labor changes around working conditions, the work environment and new skills which are required. The second main theme concerns the potentially unstable shift in the labor market has toward a high-level context. The third is about the technical interface of humans and machines, and finally, the fourth understands the German industry as a starting point for global industrial improvements and work proposal changes. Furthermore, socio-technical systems cover the implications of HRM for SCM in three different dimensions: qualification and education (human competences), collaboration and integration of SCM (organizational competences) and data and information management (technical competences).

Research limitations/implications

An original research agenda for further development of the topic. Additionally, the implications of the findings for SCM practitioners are presented.

Practical implications

SCM managers can benefit from the results of this paper by developing adjusted polices for organizational and human aspects. Specially about training programs to improve technology skills and education programs for cyber-human new plataforms.

Originality/value

So far, Industry 4.0, HRM-related topics and implications for SCM have generally been considered separately. This paper elucidates the few important studies on the impacts of Industry 4.0 on human-related topics, such as the labor market, building a research framework using the main contributions highlighted in the literature. An original research agenda is presented, as well as potential implications for SCM.

Details

Supply Chain Management: An International Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1359-8546

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