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Can Artificial Intelligence Change the Way in Which Companies Recruit, Train, Develop and Manage Human Resources in Workplace?
... When recruiting and hiring new employees, the main challenge is to quickly and effectively make them thoroughly aware of and understand the organization's internal policies and procedures. Machine learning features are being incorporated into various HR software systems to facilitate more effective onboarding (Iqbal, 2018). Even more comprehensively, the use of various AI technologies can help enterprises develop a learning organizational culture, avoiding the common instructional design model based on traditional competency model analysis. ...
... To achieve the core task of transferring knowledge from defining learning methods to defining problem-solving, the construction of "wisdom" will become a core component of curriculum designers in the AI era. 3. In addition, the AI can recommend training programs and external activities to better manage staff holistically, freeing up a lot of time for training practitioners to focus on other priorities (Iqbal, 2018). It supplies analytical support, freeing human trainers from mechanical jobs to perform more valuable tasks (Luckin & Cukurova, 2019). ...
... In any case, this new trend of making HR practices dependent on AI tools has the potential to deliver significant benefits in terms of increased employee motivation and workplace productivity. Today, AI is already beginning to have a huge impact on the way companies train and develop their employees (Iqbal, 2018). It is expected that the digital transformation of training across the enterprise will continue to grow rapidly after the global victory over the COVID-19 crisis. ...
First, the benefits of AI-based training for business development are presented. Then, the theoretical literature on various stages from traditional training to AI-based training is analyzed. Finally, we analyze AI applications in the training process and managerial response. This study presents a framework for the application of artificial intelligence (AI) technology to training and managerial challenges. AI tools can be applied to the training process, including knowledge management (KM), needs analysis, training organization, and results feedback. AI-based training transforms organizations into knowledge organizations that can meet the demands of personalized training and improve learning quality. AI tools bring about a shift in the training phases of knowledge base creation, needs surveys, the organization of training, and feedback on results.
... AI is used to accomplish administrative tasks faster, better, and cheaper with absolute accuracy (Bhalgat, 2019;Kolbjornsrud et al., 2016). AI is becoming more popular day by day because of its three salient features such as recruitment and on-boarding, internal mobility and employee retention, and automation of administrative tasks in a cheaper, quicker, and smoother manner (Iqbal, 2018;O'Connor, 2020). ...
... In the current tech-based workplace, hiring managers always strive to apply new techniques to source the right talents for making sure of person-job fit (Dennis, 2018;Gupta et al., 2018a;Wilfred, 2018). If we conclude based on the survey, there are tremendous opportunities for HR professionals to adopt AI in their processes and reap the benefits of using this advanced technology (Deloitte, 2019;Iqbal, 2018). Entelo, Harver, and HireVue are some examples of AI-based recruitment applications used by thousands of organizations (Vedapradha, 2019). ...
... It is clear that there is enormous potential for growth if superior AI solutions are deployed given the growing demand for organizations to have the proper sort of internal resources and focus on the most efficient leadership of the workforce. This review article will concentrate on how machine learning and artificial intelligence are now used to HRM and HRD practices inside the company [3].In several areas of human resource management, machine learning models are advancing quickly [4]. The adoption of the system in this case of the human resource solutions was delayed, but the advantages of applying machine learning models are helping. ...
The strategic alignment between organisational objectives and human resource management is stronger in contemporary organizations. As deep learning methods and machine learning solutions play a larger role in managing human resource management operations, organizations are focusing on more applicable sets of solutions. Models based on machine learning are now making progress in a variety of HRM-related fields. Machine learning is being used in human resource management to anticipate who will remain and who will depart the company, as well as to gauge workers' interest in their specific organisation.Data scraping methods are used to extract the data, which is then saved in CSV format. With the aid of ML algorithms, the many characteristics in the data acquired using this method may be used to make predictions. The management may develop a strategy to keep a deserving person in the organization by using the analysis to draw conclusions about who will remain or depart the company.We used a variety of methods in our investigation, including feature scaling and SMOTE. The recommended techniques, such as random forest and XG boost classifier, are supported by the findings. We'll arrive to a judgment based on the accuracy rate (%) numbers for the results generated by the offered approaches.
... The focus of this research will be on the current applications of DL and ML to HRM and HRD procedures within the organisation [8]. Machine learning models are developing rapidly in a number of HRM domains [9]. ...
Because deep learning and machine learning (ML) techniques have the potential to totally change how firms manage their human capital, there has been a lot of interest in developing HRM procedures that use these techniques. Strong DSS (Decision Support System) technology must be incorporated into the HRM (Human Resource Management) profession in order to make judgements that are effective in today's competitive environment. This study focuses on the problem of prediction, decision making, prediction, and testing assistance in a HRM system. The paper discusses a creative decision support system for HR procedures. Machine learning and deep learning techniques have been offered as fundamental instruments for tracking various HR indicators in the systems developed and implemented analytical process. The description of the suggested methodology and a discussion of a outcomes from the experiments are included in the paper.
... However, current knowledge in this area suffers from several shortcomings. First, much of the research is descriptive, and has not empirically assessed the effectiveness of these new applications (e.g., Iqbal, 2018;Ruby & Jayam, 2018). Thus, there is limited scientific evidence to help organizations implement or judge the effectiveness of AI-enabled HR. ...
... The focus of this research will be on the current applications of DL and ML to HRM and HRD procedures within the organisation [8]. Machine learning models are developing rapidly in a number of HRM domains [9]. ...
... AI-enabled learning systems can offer individual employees a personalized and customized training program. These are likely to aid an enormous increase in employees' productivity overall and hence help enhance their potential and capability (Iqbal, 2018). ...
... It is clear that there is enormous potential for growth if superior AI solutions are deployed given the growing demand for organizations to have the proper sort of internal resources and focus on the most efficient leadership of the workforce. This review article will concentrate on how machine learning and artificial intelligence are now used to HRM and HRD practices inside the company [3].In several areas of human resource management, machine learning models are advancing quickly [4]. The adoption of the system in this case of the human resource solutions was delayed, but the advantages of applying machine learning models are helping. ...
... Artificial intelligence (AI) has emerged as a transformative force in enhancing the recruitment process, addressing longstanding challenges faced by organizations in attracting and selecting the right talent. Recruiting through more conventional means, like online networks like LinkedIn, has not always been successful in finding and hiring top talent [31,32]. AI provides a transformative solution within this scenario, introducing streamlined and effective processes to attract, retain, and enable proficient personnel; thus, AI establishes a symbiotic situation for employers and candidates [25,33]. ...
Globally, artificial intelligence (AI) occupies a burgeoning space among recruiters as it replaces many of the recruitment and selection tasks while hiring the talents. Despite the existence and acceptance of AI being unprecedented among savvy recruiters, the study of it in developing countries' contexts is still at a fancy stage. Particularly, the extant literature documented that very little is known about the intention and actual use (AU) of AI to hire talents with the intervening effects of voluntariness of usage (VU), tenure, and education of the recruiters elsewhere. Hence, using the doctrine of the extended unified theory of acceptance and use of technology (UTAUT), the present study aims to unpack the intention and AU of AI among hiring professionals in the context of Bangladesh, a developing country in the South Asian region. A multi-item questionnaire survey was employed to collect the data of recruiters from talent acquisition departments in both manufacturing and service organizations with a convenience sampling technique. We used partial least square-based structural equation modeling (PLS-SEM) version 4.0.8.9 to analyze the data. Results showed that performance expectancy (PE), facilitating conditions (FC), and hedonic motivation (HM) have a significant influence on the intention to use (IU) AI (p < 0.05), and IU also predicts AU of AI significantly (p < 0.05). The moderating influence of VU has an insignificant effect on the positive influence of IU on AU. Moreover , the multi-group analysis showed that there is no significant difference between young adults and old adults and highly educated and lowly educated on the association between IU and AU. The findings in this study showed important notations that contributed to advancing the knowledge and filling the gap in the extant literature. Additionally , it also provides fresh insights for developing policy interventions to hire professionals for thriving AI adoption in the context of developing countries effectively.
... Handling a large number of applications from potential employees is a difficult task, and the company's recruitment process was ineffective, making it challenging to assess or track candidates effectively (Iqbal, 2018). ...
The aim of this study is to examine the appropriate literature and emphasize the significance of taking into account the role of Artificial Intelligence (AI) in managing diversity in human resources. AI has the potential to revolutionize the way organizations manage diversity in their human resources. It can help identify biases in hiring, provide diversity training, monitor diversity metrics, and reduce bias in performance evaluations. The researchers reviewed various related literature and came up with propose framework/model that is predicting the role of AI in managing diversity in human resources. If the empirical validation of the model is successful, practitioners and other stakeholders will gain a valuable understanding of the crucial role played by AI, based on the findings.
... Human resources are considered the strategic resources in business organisations and the ultimate source of sustainable competitive advantage (Black & Van Esch, 2020;Patel et al., 2019). However, recruiting the right talent is still a far cry (Vardarlier & Zafer, 2020) because LinkedIn and other traditional methods to attract and recruit the right employees have yet to be successful (Iqbal, 2018). In this context, artificial intelligence (AI) can be useful for attracting, retaining and empowering skilled workers for ensuring a win-win situation for both employers and applicants (Adikaram et al., 2021;Geetha & Bhanu, 2018;Tambe et al., 2019;Uddin et al., 2021;Vardarlier & Zafer, 2020). ...
Artificial intelligence (AI) is now considered indispensable in undertaking operational activities, especially in the area of human resource analytics. However, in practice, the rate of the adoption of such modern algorithms in organisations is still in its early stages. Consequently, the primary objective of this study is to identify the main antecedents of the adoption of AI-based technologies in recruitment, using the lens of the unified theory of acceptance and use of technology (UTAUT) model, alongside perceived credibility and moderating variables, in the context of an emerging nation in South Asia, namely Bangladesh. Data were collected from 283 human resource professionals employed in different manufacturing and service firms in Bangladesh through the administration of a questionnaire, which was analysed by applying PLS-SEM. The outcomes of the study show that all the direct hypothesised relationships were found to be significant, apart from the extended variable of perceived credibility. However, no moderating effect of gender or firm size was found in any of the hypothesised propositions. Finally, policy implications and recommendations for future researchers are proposed.
... Among the respondents, 82 HR managers fully agreed with the statement that AI is more objective in the new workforce in making decisions than a human. This result is confirmed by several international publications (Tambe et al., 2019;Blinnikova and Ying, 2020;Iqbal, 2018), which state that AI may play a major role in HR management in the future (Chelliah, 2017). ...
Human resource (HR) management is one of an organisation’s most important core activities. As new technologies and software applications spread, it is important to recognise that human resource management must also mature and, to this end, must apply new technological guidelines. Artificial intelligence (AI) is one such promising technology trend that is likely to change the existing methods of HR management. This paper examines the attitudes that AI evokes among practicing HR professionals and assesses the potential for the practical application of these technologies. A survey, in the form of a questionnaire, was conducted among Hungarian HR managers, which allowed the collection of first-hand data. The survey was conducted in winter 2021 using the snowball method sampling procedure. The questionnaire mainly contained Likert-scale questions. The results of the research show that survey participants have mixed emotions about AI. The respondents largely agreed that the tools provided by AI are effective and their use helps HR management. The main limitation of the research is that it is limited to just one country, since the COVID-19 pandemic made it difficult to find and involve respondents in the research.
... Then, according to Jabbour and Santos (2008) and Iqbal (2018), human resource forms the knowledge base of an organization motivating them to invest further into its people. The greening of human resources refers to the set of policies and bundle of practices that enable the organizational human capital to preserve the copious knowledge resource. ...
Pakistan ranks as the eighth most vulnerable country on the 2021 global climate change vulnerability index. Partially, this perilous position is attributed to unsustainable practices in the large-scale manufacturing sector since its contribution to carbon emission is among the highest in the economy. These serious environmental challenges impede the attainment of sustainable development goals that concern responsible consumption and production. In manufacturing organizations, there are an ongoing debate regarding sustainable human resource management (HRM) determinants, which can promote sustainable performance. In this regard, green human resource management (GHRM) practices and dynamic sustainable capabilities are significant components as they have a unique role in transforming corporations into sustainable organizations. However, there is a dearth of evidence regarding the impact of individual GHRM practices, such as green recruitment and selection, green pay and reward, and sustainable capabilities like monitoring and re-configuration, in improving the corporate environmental and social performance. Hence, an empirical investigation regarding the association among these macro-level components with the corporate environmental and social performance through partial least squares structural equation modeling (PLS-SEM) is conducted. The findings inferred from 396 employees affiliated with six large-scale industries substantiate the main hypotheses of this study. It is empirically confirmed that GHRM and dynamic sustainable capabilities significantly and positively impact corporate sustainable performance. This research contributes to the literature by employing dynamic capabilities approach and a dynamic resource-based view (RBV) to explicate how corporations can benefit from the interplay of sustainable capabilities and GHRM functions. Hence, in the absence of a significant predictive model, this research is the first of its kind to isolate macro-level antecedents of sustainable HRM to find their impact on corporate sustainable performance in a developing country context. The study recommends that the management should prioritize the acquisition of monitoring capabilities and hiring environmentally conscious employees to achieve social equity and ecological conservation goals.
... Yapay zekâ, insan kaynakları yönetiminde önemli bir etki yaratmış, bu da işyerinde çalışanların işe alınması, eğitilmesi, geliştirilmesi ve elde tutulmasında önem kazanmıştır. Deloitte'nin Human Capital Trends Raporu'na göre, ABD'deki şirketlerin %38'i İK yönetiminde zaten yapay zekâ yöntemlerini kullanmakta, % 62'si 2018'in sonunda yapay zekâyı kullanmayı hedeflemektedir (Iqbal, 2018). Tüm bunlar doğrultusunda çalışmanın amacı, yapay zekâ uygulamalarının insan kaynakları yönetiminin geleceği açısından değerlendirilmesidir. Yapay zekanın insan kaynakları yönetimi uygulamalarına etkisi çeşitli çalışmalar tarafından (Upadhyay ve Khandelwal, 2018;Vardarlıer ve Zafer, 2020;Tambe, Camppelli ve Yakubovich, 2019) incelenmiştir. ...
zet İnsan beynini ve insanların düşünme yollarını taklit ederek insan gibi düşünebilen, yanıt verebilen makinelerin/algoritmaların yazılımlarını tanımlayan yapay zekâ, kurgusal bir kavram olmaktan günlük yaşamımızın bir parçası olmaya doğru evrilmiştir. Yapay zekâ, insan kaynakları yönetimi alanında da etkili olarak işyerinde çalışanların işe alınması, eğitilmesi, geliştirilmesi ve elde tutulmasında önem kazanmıştır. Bu çalışmada, yapay zeka uygulamalarının insan kaynakları yönetiminin geleceği açısından değerlendirilmesi amaçlanmıştır. Çalışmanın en önemli katkısı, çeşitli araştırma önermeleriyle yapay zeka teknolojileri çağında insan kaynakları uygulamalarının geleceğini bütüncül bir çerçevede tartışmasıdır. Bu çalışmayla, yapay zekanın insan kaynaklarını yönetimi uygulamalarını önemli ölçüde etkileyeceği ve bu uygulamalarda dönüşüm meydana getirebileceği ortaya çıkmıştır. Yapay zeka ile işe alım süreçlerinin hızlı olabilmesi ve eğitim maliyetlerinin düşürülmesi beklenmektedir. Yapay zeka, insan kaynakları yönetiminin geleceği ile ilgili umut verici yenilikleri taşımakla birlikte çok sayıda çalışanın işten çıkarılması, işsizlik, çalışan mahremiyeti, değişime direnç gibi çeşitli endişeleri de içermektedir. Dolayısıyla yapay zeka teknolojilerinin, insan kaynakları uygulamalarının ihtiyaç ve beklentilerinin yanında bu endişelerin de göz önünde bulundurulduğu bir yerde konumlandırılması gerekmektedir. Çalışmanın, akademiye ve insan kaynakları yönetimi alanına yol göstermesi ümit edilmektedir. Abstract Artificial intelligence, which defines the software of machines / algorithms that can think and respond like a human by imitating the human brain and ways of thinking, has evolved from being a fictional concept to being a part of our daily life. Artificial intelligence has also gained importance in the hiring, training, development and retention of employees in the workplace, effectively in the field of human resources management. In this study, it is aimed to evaluate artificial intelligence applications in terms of the future of human resources management. The most important contribution of the study is that it discusses the future of human resources practices in the age of artificial intelligence technologies in a holistic framework with various research proposals. With this study, it has been revealed that artificial intelligence will significantly affect human resource management practices and create transformation in these practices. With artificial intelligence, recruitment processes are expected to be fast and training costs will be reduced. Artificial intelligence has promising innovations about the future of human resources management, but it also includes various concerns such as dismissal, unemployment, employee privacy, and resistance to change. Therefore, artificial intelligence technologies need to be located in a place where these concerns are taken into consideration as well as the needs and expectations of human resources practices. It is hoped that the study will guide the academy and human resources management.
... Finally, the study's findings indicate that the positive association between employees' green values and green behaviors is facilitated by organizational green culture and leads to organizational environmental sustainability performance, supporting our third proposition. Our findings support Iqbal, (2018) in developing country context, indicating that employees green values and behavior can have a positive impact employee environmental sustainability performance. Also, the study supports the findings of Kim et al., (2019) and Ong et al., (2019) regarding positive and significant relationship between employee eco friendly behavior and environmental sustainability performance. ...
Sustainable human resource antecedents are composed of micro level factors like employee green values and green behaviors, and macro level factors including green culture, among others. There is a tremendous scope for research exploring the association between these antecedents of sustainable human resource management. One reason is the paucity of relevant studies exploring relationship between employee green values, green behaviors and corporate green culture with corporate environmental sustainability. Secondly, mixed results, conflicting findings and inadequate linkages in the available literature demand further explanation concerning these relationships. Therefore, the purpose of this paper is twofold: to examine the supporting role of organizational green culture between employee green values and employee green behaviors; to explore the relationship between employee green behavior and corporate sustainable environmental performance. This study develops a conceptual connection by employing value-belief-norms approach and natural resource based view, indicating that employee green values can be facilitated through organizational green culture which manifest in green behaviors among the employees and ultimately enhance the environmental performance thereby providing competitive edge. This implies that relationship of employee green values and behaviors with corporate environmental performance can be explained through green culture and green behaviors. Together, they support in translating the organizational strategy into sustainability oriented goals. This research helps practitioners recognize the importance of implementing a culture within the organization which prepares employees to contribute towards its environmental sustainability goals thereby creating ecological value for the local community.
Keywords: Sustainable HRM, Green Culture, Employee Green Values, Natural Resource Based View
... With the increasing need for the organizations to have right kind of resources in the organization and focusing on the optimal performance management of the staff, it is evident that if quality solutions of AI are used, there is phenomenal scope for development. The objective of this review paper is to focus on the current practices of AI and machine learning solutions utilization in the HRM and HRD practices of the organization [2]. ...
Human resource management in the organizations today is more of a strategic alignment to the organizational objectives. The role of deep learning models, machine learning solutions handling the human resource management operations are increasing and the organizations are focusing on more pragmatic set of solutions. Machine learning models are currently making strides in to various set of functions in human resource management. This study provides an outline of key HR functions wherein the machine learning and AI based solutions can be implemented, which can improve the process quality. Focusing on three different dimensions of employee engagement, organizational culture management and the appraisal system, three distinct possible and potential scope of implementation of AI solutions are discussed in this report. Usage of decision tree model and the logistic regression models for the training of datasets to the application, can increase the chances of solutions being more significant and the ones that could deliver optimal kind of appraisal system. If the solutions are devised in the discussed lines, it can be resourceful for the organizations towards managing the strategic human resource practices.KeywordsHRMAI in human resourcesMachine learning for employee engagementMachine learning in HR
... Hiring Employees: AI-aided technologies can enable the hiring process to be faster and effective. Iqbal (2018) for instance reported that Armour American Company receives nearly 30,000 resumes monthly. To entertain these resumes, Hirevue AI-enabled digital recruitment system was adopted to address the hiring process challenge. ...
... Yapay zekâ, insan kaynakları yönetiminde önemli bir etki yaratmış, bu da işyerinde çalışanların işe alınması, eğitilmesi, geliştirilmesi ve elde tutulmasında önem kazanmıştır. Deloitte'nin Human Capital Trends Raporu'na göre, ABD'deki şirketlerin %38'i İK yönetiminde zaten yapay zekâ yöntemlerini kullanmakta, % 62'si 2018'in sonunda yapay zekâyı kullanmayı hedeflemektedir (Iqbal, 2018). Tüm bunlar doğrultusunda çalışmanın amacı, yapay zekâ uygulamalarının insan kaynakları yönetiminin geleceği açısından değerlendirilmesidir. Yapay zekanın insan kaynakları yönetimi uygulamalarına etkisi çeşitli çalışmalar tarafından (Upadhyay ve Khandelwal, 2018;Vardarlıer ve Zafer, 2020;Tambe, Camppelli ve Yakubovich, 2019) incelenmiştir. ...
İnsan beynini ve insanların düşünme yollarını taklit ederek insan gibi düşünebilen, yanıt verebilen makinelerin/algoritmaların yazılımlarını tanımlayan yapay zekâ, kurgusal bir kavram olmaktan günlük yaşamımızın bir parçası olmaya doğru evrilmiştir. Yapay zekâ, insan kaynakları yönetimi alanında da etkili olarak işyerinde çalışanların işe alınması, eğitilmesi, geliştirilmesi ve elde tutulmasında önem kazanmıştır. Bu çalışmada, yapay zeka uygulamalarının insan kaynakları yönetiminin geleceği açısından değerlendirilmesi amaçlanmıştır. Çalışmanın en önemli katkısı, çeşitli araştırma önermeleriyle yapay zeka teknolojileri çağında insan kaynakları uygulamalarının geleceğini bütüncül bir çerçevede tartışmasıdır. Bu çalışmayla, yapay zekanın insan kaynaklarını yönetimi uygulamalarını önemli ölçüde etkileyeceği ve bu uygulamalarda dönüşüm meydana getirebileceği ortaya çıkmıştır. Yapay zeka ile işe alım süreçlerinin hızlı olabilmesi ve eğitim maliyetlerinin düşürülmesi beklenmektedir. Yapay zeka, insan kaynakları yönetiminin geleceği ile ilgili umut verici yenilikleri taşımakla birlikte çok sayıda çalışanın işten çıkarılması, işsizlik, çalışan mahremiyeti, değişime direnç gibi çeşitli endişeleri de içermektedir. Dolayısıyla yapay zeka teknolojilerinin, insan kaynakları uygulamalarının ihtiyaç ve beklentilerinin yanında bu endişelerin de göz önünde bulundurulduğu bir yerde konumlandırılması gerekmektedir. Çalışmanın, akademiye ve insan kaynakları yönetimi alanına yol göstermesi ümit edilmektedir.
... Yapay zekâ ile zenginleştirilmiş öğrenim sistemleri bireysel çalışan performanslarına dayalı olarak özelleştirilebilmektedir. Bu yapay zekâ öğrenim sistemleri, çalışanların kişisel eğitmenleri olarak hareket ederek potansiyellerini ve yeteneklerini geliştirmelerine yardımcı olabileceği için iş gücü verimliliğinde büyük artışlar sağlamaktadır (Iqbal, 2018). ...
... [31] indicated that augmented man-machine intelligence like wearables devices and intelligent driving vehicles have vast potential for future development in almost all fields. [32] found that AI is positively influencing workforce management in organizations. The study advocated added investment for AI technology implementation in HR functional areas to take HRM to the progressive level. ...
... In summary, the three onset conditions that would drive a race to acquire AI recruiting tools all seem strong (Ahmed, 2018;Iqbal, 2018). Because these strong onset conditions have existed for a few years, and because AI-enabled recruiting tools have also been commercially available for a few years, we would expect to see some evidence that a race to acquire these tools has already been sparked. ...
A large body of research has well established that changes in net balances between labor supply and demand can drive competition for human capital. We propose that AI-enabled recruiting tools constitute a force that will intensify the war for talent above and beyond episodic changes in net balances. We also propose that three seismic shifts will further intensify the war for talent by increasing the value of human capital and lowering its switching costs. Lastly, we bridge human resource management and military escalation literatures and examine how three key onset conditions relative to the use of AI-enabled recruiting tools have the potential to spark an “arms race” for those tools. Finally, we examine the managerial implications of these dynamics so that managers cannot just prevail in near-term skirmishes but win the long-term war for talent.
Artificial Intelligence (AI) and human resource management (HRM) integration has emerged as a critical tactical requirement for businesses looking to boost productivity, cut expenses, and make better decisions. This study investigates the adoption of AI in HRM as it stands today, looking at both the factors that encourage and hinder AI adoption. The paper explores the applications of AI in several HRM tasks, including as hiring, employee engagement and how they managed their performance and training & development, through a thorough literature review and empirical analysis. With the use of a carefully designed questionnaire and the survey method, data is being gathered from HR experts working in the textile industries in the Surat region using a descriptive cross-sectional research design. The study explores the three aspects of AI adoption in HRM i.e. Automation adopted by employees, Real-time Experience of the employees, and Time-Saving & Cost-Reduction for industries. Organizations can make educated decisions regarding AI adoption and reduce risks by knowing the advantages and disadvantages of the technology. The research findings add to the ongoing conversation about the future adoption of AI in HRM and its impact of technology on human resource practices.
Through a literature review, this study investigates the responsibility, application, and impact of Artificial Intelligence (AI) in organizational training based on the theoretical frameworks of Psychological, Economic, and Systems Theories in Human Resource Development (HRD). It emphasizes the importance of responsible AI training systems that adhere to non-discrimination, privacy, interpretability, professional responsibility, and accountability to ensure AI’s beneficial and equitable contribution to training. The application scenarios of AI in areas such as knowledge management, training needs analysis, training delivery, and feedback to provide personalized and efficient training solutions are analyzed. Moreover, it highlights the differing impacts of AI-supported training on organizations, trainers, and trainees and the significance of stakeholder engagement. Finally, it proposes recommendations for future research to broaden our understanding of AI’s application in training and assess its effects on policies and practices, guiding organizations to adopt AI technologies per HRD principles and ethical standards.
The use of artificial intelligence (AI) and machine learning is increasing rapidly and is now prevalent in various fields, such as communication, trade, banking, and customer relationship management. Chatbots, which are AI software or robots that communicate with customers, are also becoming more popular, with one such program being ChatGPT, developed by Open AI. ChatGPT is a conversational AI model that is suitable for generating responses to natural language queries like a human being. It has numerous benefits for HR professionals, including improving employee engagement, cost-effectiveness, and better analytics. ChatGPT can also provide faster and more personalized responses to employee queries, improving the employee experience. It can also be used for recruiting, employee engagement, training, etc., and can automate the process of applicant evaluation, saving HR personnel time and effort. This study provides a conceptual framework of cutting-edge AI technologies currently being employed in the IT sector and their application in human resource practices, including recruiting, training, performance management, compensation management, and employee relationships. The research methodology used in this study is based on secondary data found in articles, periodicals, books, and journals, both printed and online, as well as the researchers' own experience, knowledge, and observations.
Artificial intelligence can be defined as a discipline of computer science whose main purpose is to provide solutions to cognitive problems related to human aptitude and beyond. AI makes machines think like a man and thus able to perform responsibilities, for instance, solving problems, reasoning, and understanding language. Artificial intelligence is based on two major technology approaches machine education and deep learning. Every single day, artificial intelligence and present technology are increasing. The fast-growing technology of Artificial intelligence is crucial since it helps solve problems in institutional management. For instance, in the human resource department of any organization, artificial intelligence has been greatly employed for efficient performance. Mainly AI aids in the automation of the HR processes through quick and accurate data analysis. Such enhancement of HR by artificial intelligence promotes successful hiring and efficient management of the company’s employees. Moreover, a company with competent employees that adopts Artificial Intelligence is more likely to save on the production cost and enhance talent value among employees. In addition, the firm will improve the efficiency of the worker’s team strategy. This research paper will focus on addressing how the concept of AI affects human resource management and analyzes the future of HR with the emergence of AI.
This chapter explores the diffusion of Artificial Intelligence (AI) and its impact on employment in two sectors, namely accounting and banking. The first study adopts a conceptual approach. The analysis examines AI’s possible advantages and risks on the accounting profession’s supply of labour. The results underline the need for hybrid adaptation, where accountants learn to adopt AI as a group rather than individually. In the second study, the analysis explores the use of AI in the recruitment and selection of personnel in the Cypriot banking sector. The research draws on findings collected through online interviews with Human Resource managers, where none of the five banks participating in the study use AI in their recruitment process. Respondents attributed this lacuna to the traditional and casual approaches to downsizing, restructuring, technical challenges, and ethical considerations. Evidence emerging from these studies enables us to compare and contrast the narrative around AI (accounting) with its actual impact (banking).
The present study throws light on the role of artificial intelligence in human recourses. As technology is changing very rapidly so many industries adopted this system to give more satisfaction to the employees. An employee plays a vital role in the organization. New techniques and technologies are used by the organization to maintain their employees. It is important for all organizations that offer more benefits to the employee. The validity and reliability of the questionnaire were validated by Cronbach’s alpha. The present study is based on the previous literature research “Factors” with the help of this literature review, a structured questionnaire was developed. AI technology will continue to grow and at some point in future, AI will be the norm and the old-fashioned recruiting and hiring processes will seem stone-age. There is a positive relationship between the hiring and training for employees with AI and find the factor which employees are required to be done with AI. With the help of SPSS, the study was found that AI showing a positive relationship with the human resource department as well as with employees. With the help of the Radom sampling technique, the data was collected from the different companies’ employees (N = 50).KeywordsArtificial intelligenceRoleEmployeeHuman recourseNorth region
Artificial Intelligence (AI) technology is the buzzword in today’s business context. It does play a big role in different spheres of organizational life especially in industry 4.0. AI has stepped in to the arena of HR functions and thereby easing and closing all HR functions swiftly. Artificial intelligence is used in human resources operations like talent acquisition & management, performance management, rewards management, learning and development, employee engagement. Artificial Intelligence’s function is to collect, evaluate, and process information in a manner that everybody could comprehend and that allows them to rapidly synthesize vast quantity of data. HR professionals can take quick data driven decisions basis AI. The methodology used in this study is a review based descriptive study and is based primarily on secondary data. The study reviewed many research papers published on the central theme of AI and human resource management and also highlights the organizations that are using AI in HR vertical successfully. The study then moved on to look at HR’s recruiting techniques and processes, concluding that AI’s task may be applied to all aspects of HR, covering talent planning and estimation, performance management, and training & development for personalized learning. AI can be highly beneficial in finding the people who may be at risk of leaving and HR analytics can be used to retain top performers. Therefore, AI brings transparency, cost effectiveness, reduced biasness with data driven HR decisions to take organizations to the newer heights.
green human resource management practices
(GHRMP) with its dimensions (green employment,
green training, and green performance evaluation)
in achieving sustainable development in its
dimensions (economic, environmental, and social
dimensions) in the health sector in the Kingdom of
Bahrain represented by Ibn Al Nafees Hospital and
Al Resalah Medical Center. The study sample was
217 employees.
The results showed that the dimensions of green
practices that are most influential and related to
sustainable development are after evaluating green
performance, followed by green training, and then
green employment. The study presented a set of
recommendations, including increasing the interest
of the senior management in Ibn Al Nafees Hospital
and Al Resalah Medical Center in green
employment and green training, in order to
prepare creative human cadres by improving the
recruitment, selection, and hiring of human
resources that understand and appreciate green
management practices. Intensifying training
programs and courses to clarify the conception of
green management practices and their importance
to the organization. Spread out the culture of
sustainability and conservation of natural
resources among employees and workers.
Artificial intelligence is an upsetting technology poised to unbridle the subsequent movement of digital revolution and is altering the approach of managing human resources. AI is assisting managers to work productively in making speedy, intelligent, and error-free decisions. The main objective of this paper is to understand the application/benefits of adopting AI and the challenges faced by HR managers while adopting the AI-based processes through literature review. This is an exploratory study that will help researchers in understanding the benefits of adopting these practices from hiring till employee exit. The paper concluded that AI tools deliver a large number of benefits, but at the same time need up-gradation of employee technical skills for its proper implementation. While implementing organizations face challenges like threat to job, transparency, and security issues while implementing and adopting AI tools in HR practices, a major threat that AI brings is lack of human touch and emotional intelligence in machines, which is required in HR practices.
In the present time, humans could sense the presence of Artificial Intelligence in all facets of their lives. We no longer need to wonder whether AI is revolutionizing the modern workplace. The hearsay question is whether AI will replace human workers hoists far and wide. If truth be told, the genuine examination must be made on how AI can be availed to foster, not supersede, the human workforce, is conducive to make employees work zippier, more dexterously, and efficaciously. In this context, Human Resource Development is essential for bridging the differences. Given that HRD emphasizes human factors, it is not surprising why it is creating curiosity about how Artificial Intelligence based Human Resource Development works. By leveraging Machine Learning and Artificial Intelligence (AI), organizations can modernize operations, foster talent management and scale down Employee turnover. As a Human Resource Development approach, this paper examines the theoretical background with regard to AI and analyses the window of opportunity that AI opens for us.
بهرهبرداری از فناوری هوش مصنوعی در مدیریت منابع انسانی مزایا و چالشهای بسیاری دارد. در پژوهش حاضر در تلاش هستیم تا به سوال اصلی آن که شناسایی مزایای بهرهبرداری از هوش مصنوعی در مدیریت منابع انسانی است پاسخ دهیم. برای پاسخ به سوال این پژوهش 33 مقاله انگلیسی از سال 2017 مربوط به پایگاههای اطلاعاتی، wiley، web of science، google scholar و sage انتخاب و مورد بررسی قرار گرفتهاند. در بررسی مقالات از واژگانی همچون AI in HR، digital HR و AI benefits in HR استفاده شده است. نتایج این مطالعه نشان میدهد هوش مصنوعی میتواند باعث صرفهجویی در زمان و هزینهی فرآیندهای منابع انسانی شود. هوش مصنوعی ظرفیت بهکارگیری در تمام فرآیندهای منابع انسانی را دارد. در حال حاضر بیشترین استفاده از هوش مصنوعی در فرآیند استخدام، غربالگری رزومهها، چت باتها و انجام مصاحبه است. شرکتهای بزرگ و پیشرو مانند مایکروسافت، گوگل، یونیلیور در چند سال اخیر در حال بهرهگیری و توسعه این فناوری در شرکتهای خود هستند.
Is this paper we will look first at recent evolutions in HR and how this affects the Talent Acquisition Processes in companies. Next, we will look at the HR technology touchpoints and explain the opportunities and advantages for AI. Finally, barriers and limitation of AI will be discussed.
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