Search results

Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.

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.

The disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to be further verified by reviewing the knowledge on the subject in the empirical research landscape. Thus, the study's objectives were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.

The article is a literature review that was followed by the systematic literature review and the preferred reporting items for systematic reviews and meta-analyses (PRISMA). The review considered 45 articles published during the 2008–2021 period extracted from the Scopus database, and bibliometric analysis was performed to achieve the research objectives.

The results found that scholarly attention has been given to electronic HRM (E-HRM) rather than the disruptive HRM technologies. The areas investigated include the determinants of intention, adoptions and use of E-HRM and the outcomes of E-HRM adoptions and use. These outcomes can be further divided into general outcomes and HRM outcomes.

The findings reveal gaps in E-HRM research and disruptive HRM technologies remain untapped in the empirical research landscape. Hence, the study findings provide some implications for future research and applications.

The study found empirically proven determinants of E-HRM intention, adoptions and use and E-HRM adoptions and use outcomes. These were found in the studies conducted during the 2008–2021 period.

顛覆性人力資源管理技術被認為是一個可改變、並幫助整個人力資源管理格局的重要誘導者; 這個看法、需透過檢核在實證研究範疇裡就有關議題的資料、才能作進一步的核實。因此，本研究擬了解 (1): 我們目前對有關議題的認知，以及 (2): 就顛覆性人力資源管理所進行的實證研究有哪些不足之處。

本文是一個文獻探討。研究人員採用系統文獻綜述研究法，以及系統綜述和 meta分析的首選報告項目。研究涵蓋45篇於2008年至2021年期間發表的學術文章; 這些文章均取自 Scopus資料庫。研究人員進行文獻計量分析，以達到研究的目標。

研究結果顯示、被研究探索的是電子化人力資源管理 (E-HRM) ，而不是顛覆性人力資源管理技術。被研究的範疇包括使用電子化人力資源管理的決定因素，以及使用後的結果。使用後的結果再細分為一般性的結果、和與人力資源管理有關的結果。

研究結果顯示、在實證研究的範疇裡，電子化人力資源管理和顛覆性人力資源管理技術的研究均存在未被探索的研究缺口。因此，研究結果為今後的研究和有關的應用提供了啟示。

本研究發現並確認經實證證明的使用電子化人力資源管理的決定因素，以及使用後的結果。研究結果乃基於檢核於2008年至2021年期間進行的學術研究而得來的。

顛覆性人力資源管理技術、系統文獻綜述、系統綜述和meta分析的首選報告項目 (PRISMA)

Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and use of Talent Management Information Technology (TM IT) changes various organizational processes is limited. In this chapter, we use a qualitative case study of a multi-business unit professional services firm to highlight the complexity of the human – technology interface. Contributing to our understanding of the role of human resource management in talent management, we show how perceptions and attitudes toward information technology, in combination with existing social systems influence the role HR managers play in high potential talent identification. The chapter provides a more nuanced and context-based account of how eHRM, HRM and talent management materialize in organizations as HR professionals struggle to remain relevant in an increasingly digital world.

The present study investigates whether individuals having a fixed digital mindset (comprises fundamental beliefs about technological ability and organizational resources as work becomes more digitalized) experience greater helplessness working in virtual teamwork environments. The authors examine how perceived internal human resource management (HRM) alignment moderates the positive relationship expected between individuals' fixed digital mindset and feelings of helplessness. Together, the paper aims to contribute to a greater understanding of the personal and contextual factors that influence an individual's experience of helplessness in virtual team settings.

The authors test the hypotheses using time-lagged survey data collected from 153 information technology (IT) engineers working in virtual teams in Europe.

The authors find that individuals with higher levels of fixed digital mindset experience greater helplessness in virtual teamwork environments than individuals with lower levels. Furthermore, the authors find that having higher-fixed beliefs about organizational resources is positively related to helplessness when individuals perceive that the broader HRM system is misaligned with the virtual teamwork environment.

The data were obtained from IT engineers in Europe, which is potentially limiting the generalizability of the authors' findings to other work contexts and cultures.

The authors' study helps leaders in virtual teamwork environments to better understand and manage the personal and contextual factors that could affect individuals' well-being and effective functioning in such settings.

The authors' research contributes to the scant literature investigating the personal characteristics important in virtual teamwork environments and the contextual factors important for aligning virtual teamwork designs with the organizational system. The authors extend this research by looking at personal and contextual factors together in a single model.

Describes the role of human-resource management (HRM) in ensuring effective knowledge management in virtual teams.

Explains how the various policies and processes designed and implemented by the HRM enable virtual teams to manage knowledge effectively and thereby provide a competitive advantage to an organization.

Highlights how developments in information technology have made virtual teams more common.

Advances the view that appropriate recruitment, induction, training and appraisal processes are needed to ensure effective knowledge management in virtual teams.

Reveals that virtual teams are increasingly common across a wide range of industries and sectors and so their effective management is growing in importance.

Provides insights into how the challenge of managing knowledge in virtual teams can be overcome by suitably designed and implemented HRM practices.

The purpose of this paper is to examine whether the organizational redesign opportunities currently offered by web-based technological innovations contribute to rebuilding and strengthening the employee-HR department relationship, rendering personnel management policy criteria more transparent, increasing perceived fairness and thus helping to instil trust in the HR department, albeit in a diverse virtual context.

The authors designed a survey involving 526 Gen Y employees and tested the hypotheses using structural equation modelling analyses.

The results confirm a positive relationship between relational e-HRM system adoption, procedural justice and trust in the HR department.

The results provide evidence that technology can support the development of institutional trust in virtual environments and thus contribute to the growing e-HRM literature, to the more consolidated strategic HRM research domain and to the debate on trust in technology-mediated relationships.

The paper provides valuable and at times unexpected results on the new potential role of the HR department in the current fluid and insecure labour market, thereby forming the basis for defining some useful guidelines to design and implement the e-HRM architecture.

The paper focuses on understanding how relational e-HRM could impact on the direct employee-HR department relationship, from the Gen Y employees perspective, that is almost neglected in the growing literature. Moreover it suggests some unexpected insights on the role of technology innovativeness in moderating the impact of e-HRM on trust in the HR department.

The purpose of this article is to analyze the digital innovations which are being introduced in the HRM field in organizations in the modern business services sector in Finland and Poland. It is also intended to identify the most important factors/trends that influence digital innovations and to identify the challenges they generate for HRM departments. The practical objective is to develop recommendations for organizations executives, policy makers and researchers.

The research was mainly based on a quantitative research approach and a questionnaire survey. Additionally, the authors conducted a semi-structured interview was with the representatives of the HRM departments in the surveyed organizations. The qualitative research of the obtained results allowed to deepen the obtained quantitative data. The purpose of the data triangulation used was to increase the reliability of the data.

Nearly 90% of HRM employees declared that the companies they work for have implemented digital innovations. Among the introduced digital innovations, chatbots, dashboards, application software systems, a virtual HRM assistant and digital tools were indicated. The COVID-19 pandemic and the progress of robotization and automation have accelerated the implementation of digital technologies in HR departments in both Poland and Finland. There are however differences between the two countries – it is evident that in Finland digital innovations were already introduced by modern businesses organizations before the pandemic period, while in Poland the innovations were mostly implemented during and after the pandemic period. It is worth emphasizing the differences regarding the two countries in terms of the level of technology advancement.

Similar to most studies conducted, this study has its limitations and the authors are aware of them. First, future research using the tool which was used in this study should focus on confirming its reliability. Secondly, its scope and scale were limited as it was not possible to obtain an industry-wide sample. It should be noted that the obtained results cannot be generalized to a broader context, although they provide valuable conclusions and recommendations and may be an inspiration for further research. For the future research, it is recommended that the researchers should pay more attention to the challenges and difficulties that accompany digital innovations in HRM departments. One of the aspects is the need to pay attention to the cultural and psychological aspects of the presence of technology in organizational areas, which have only been signaled in this article. A more in-depth study could address the issue of negative attitudes toward the introduction and use of digital technologies. The future research could focus on creating the necessary conditions at each stage of introducing digital innovations and using the potential of these tools – starting with needs analyses, awareness of goals, benefits, dealing with concerns and risks, communication and evaluation and assessment of the technology in question. For future research, it is recommended that researchers pay more attention to the challenges and difficulties that accompany digital innovations in HRM departments. One of the aspects is the need to be aware of the cultural and psychological aspects of the presence of technology in organizational areas, which has only been signaled in this article. A more in-depth study could address the issue of negative attitudes toward the introduction and use of digital technologies. The future research could focus on creating the necessary conditions at each stage of introducing digital innovations and using the potential of these tools – starting with needs analyses, awareness of goals, benefits, dealing with concerns and risks, communication and evaluation and assessment of the technology in question.

The study provides suggestions for practice, providing companies in Finland and Poland with the insight into the impact of the trends on the development of digital innovations in HRM departments and the challenges they generate. The contributions of this study are also the recommendations and guidelines for organizations to effectively implement digital technologies. This will allow not only to better adapt to the present situation, but also to more accurately predict future trends.

The research results can be useful for the development of HRM practices, as traditional practices are increasingly being replaced by new digital modes of leading and managing capital resources in organizations. This development is followed by the need for new competencies in HRM (Mazurchenko, Maršíková, 2019), a new understanding of leadership, thus digital tools may prove particularly supportive in this context (Salojärvi, 2018). Digital innovation research conducted in the modern business services industry can be particularly valuable in the context of the flow of technological innovations, including know-how, implementation of modern organizational solutions; which transfers to other industries (MORR, 2017). Digital innovations can contribute to reducing the complexity of HRM functions, which will accelerate management and personnel decisions. It will improve the quality of analytical data, as well as increase access to employees and opportunities in planning their personal development. As a result, the introduction of digital innovations will contribute to reducing costs and increasing the efficiency of HRM processes.

This study provides a new and timely perspective by examining applied digital innovations and related challenges affecting the implementation of digital innovations by HRM departments in the modern business services sector. This survey provides comprehensive information on how and what can enhance the capacity for digital innovation in Finnish and Polish organizations. This article theoretically analyzes the importance of technological development for HRM departments and reviews the previous research on digital technologies in HRM departments and the factors and challenges of introducing digital innovations. It also characterizes the modern business services sector, which is very active in introducing digital innovations.