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Digital human resource development: where are we? Where should we go and how do we go there?
Abstract
The purpose of this paper is to trace the evolution of HR-Technology interface leading up to the incorporation of the digital world in Human Resource Development’s design thinking, strategizing and execution. Drawing from related empirical studies, the
paper critically analyzes Digital HR in terms of where it is now (degree of alignment between external demands and internal capabilities), where it should be (future-focused HR technology strategy), and how it can reach there (implementation road map). The
paper presents a comprehensive framework that encompasses external demands, internal capabilities and key recommendations for a fit-for-purpose, future-focused Digital HR Strategy. In the process, the paper adopts a holistic perspective of virtual HRD
(VHRD) and draws implications for technology-led developments in the HRD field.
... The HRD practices which are traditional in nature are been refined with modern HRD practices over the past years to meet the need of digital era in industries. These modern HRD approaches includes the employee technical & analytical, digital and soft skills and global mindset of the employees as well (Thite, 2022). The main focus of this study is to investigate the impact of employee digitalization on the employee future competencies. ...
... Modern human resource development referred as strategies and practices which helps in improvement of skills and capabilities of the employees along with the knowledge to meet the current changing need of the technological transformation (Swanson, 2022). Modern HRD practices helps foster training and development strategies and also provides the continues learning along with performance management system that came along the digitalization of tools and equipment (Thite, 2022). As human resource practices are very important for the development of the skills of the employee's which overall enhances the digital transformation initiatives (Alsafadi & Altahat, 2021). ...
... Virtual collaboration environment can foster virtual teams to share their practices globally to face the challenges together which will enhance their problem solving skills and decision making hand to hand. Efficiency is achieved with such kind of skills along with the efficacy to ensure the technical proficiency with digitalized work force development which is important enough to gain the digital achievement (Thite, 2022). Employee or workforce development is achieved by introduction artificial intelligence (AI) for revolutionizing the organizational development. ...
This study focuses on the digitally transformed employee’s future competencies with mediating role of modern human resource development practices. The main purpose of this study is to explore how digital transformation directed towards employees influence their future competencies including the skill sets like global mindset, technical and analytical skills, attitude and soft skills. An empirical study was conducted and cross-sectional approach is adapted to measure the relationship between variables. Data was collected from 256 employees of the banking and telecom sectors by random sampling method. SPSS Hayes model 4 is used to analyze mediation of modern human resource development along with descriptive and demographic analysis in this study. The findings of this study show the direct and indirect effect of modern human resource development on employee future competencies. The partial mediation indicated that the modern human resource development plays an important part in contributing towards employee’s future competencies. The results of this study indicated that with the evolution of modern human resource development parallel to the technical advancement fosters more skilled and adoptable environment. This study will help understand organizations to actually witness the impact on this transformation on employee future competencies. The dynamic interplay between the variables offers insight for the researchers and practitioners for enhanced organizational performance by modern human resource development.
... In the course of enhancing organizational competitiveness that the commission like many other public organizations has adopted various electronic HR-systems in the course of managing her operations towards efficiently and effectively attaining her mandate and competencies in the service delivery. Despite the widely known myriad dimensions of e-HRM practices in both private and public service organizations as it can be reflected in the wide base of empirical review conducted (Chinyuka, 2018;Thite, 2020;Mirji & Kapoor, 2022;URT, 2022;Hussein and Jaaffar, 2024), less remains to be known on the level of adoption of e-HRM practices in The Judicial Service Commission of Tanzania; one of the Tanzanian public sector organizations. Given the recent reported developments in the utilization of electronic systems in managing various HRM processes, functions and operations (URT, 2022;Mathew et al., 2023;Oyoru, 2023), this study sought to assess the adoption of e-HRM practices in the public service in Tanzania where Judicial Service Commission of Tanzania was used as a case study. ...
... Basing on the Innovation Adoption theory an organizational or system level, the adoption process is complex. It is particularly challenging to promote change in routine practice when decision-makers within organizations do not perceive changes as necessary (Thite, 2020). Despite the similarity to individual-level adoption, Rahman and Hosain, (2021) and Hussein and Jaaffar, (2024) suggest that individuals in organizations may have difficulty knowing, weighing, or selecting appropriate innovations to solve particular problems, or their decision to adopt is often complicated by organizational factors (e.g., hierarchy, culture, values) that are not necessarily experienced in individual problem-solving. ...
... Without the proper awareness of the imperative of the ongoing e-HRM system initiatives, employees do not place high value on e-HRM system initiatives which are taking place in the study area. Thite (2020) opines that since some HR practices are mandatory to be applied through electronic means, various government agencies ensure that their ICT plans and strategies are implementable. This includes calling for the need of aligning the e-HRM systems with their overall business strategies by making them as much as friendly as possible. ...
The scanty understanding on the factors affecting the adoption of e-HRM practices among public service organizations in Tanzania posed a rationale of undertaking this study. The study took place at the Judicial Service Commission of Tanzania. This study sought to address three specific objectives; to assess HRM practices which are under e-HRM, factors influencing the adoption of e-HRM practices and challenges facing the adoption of e-HRM practices in the study area. This study was guided by innovation adoption theory. The study used descriptive case-study research design with a mix of qualitative and quantitative research approaches. Simple random sampling was used to sample 77 respondents out of 96 employees who constitute the target population from the study area. Data collection was done through interview and questionnaire methods where contents analysis and descriptive statistics analysis were used in data analysis. The study findings revealed seven HRM practices in the study area are under e-HRM namely planning, recruitment and selection, training and development, performance appraisal, compensation, health related, safety and labour relations practices. The study findings further revealed social, economic and institutional factors as the major factors influencing the adoption of e-HRM practices in the study area. This study concluded inadequate ICT skills among employees, competent ICT experts, financial resources, e-HRM practices awareness, capacity building programs, supportive laws and policies as the major challenges facing the adoption of e-HRM practices. The study further concludes the e-HRM having strong contribution to the entire organizational performance. In the view of the revealed study findings, the study hereby recommends to the public service organizations to conduct routine capacity building programs for creating awareness and strengthening the adoption of e-HRM practices in the organizational undertakings.
... Policies aimed at boosting the use of digital technologies to promote the efficiency and effectiveness of HRM activities are called digital-HRM. Although a few previous studies have developed the concept and explored the potential of digital-HRM (Strohmeier, 2020;Thite, 2022), there is still the need to develop a scale to measure its impact on some potential consequences, such as employee outcomes, employee behavior (Theres and Strohmeier, 2023;Wang et al., 2022) and the adoption of work-at-home (WAH). Research on the impact of digital-HRM on WAH is significant and necessary as WAH has become increasingly common, particularly after the pandemic. ...
... Technology applications are used to organize the setting and monitoring of individuals' work. Artificial intelligence and big data help identify and evaluate the gaps in the employees' working capacity and digital skills so that the organization can promptly customize the training space and how every employee learns and develops (Mukhuty et al., 2022;Thite, 2022). This helps the hotels provide timely training programs to help employees proactively apply digital knowledge and skills, use technological devices and engage with digital technology-related activities (Pham et al., 2023;Vrontis et al., 2022), making employees comfortable with WAH. ...
... Dig-training helps hotel employees gain the necessary knowledge and skills (Vrontis et al., 2022). At the same time, they are motivated to apply the knowledge and skills they have gained to relevant tasks owing to good digperformance appraisal and dig-reward systems (Thite, 2022). Indeed, motivation practices are necessary to encourage employees to apply the knowledge and skills stemming from their abilities (Kim et al., 2015). ...
Purpose
Based on the ability, motivation and opportunity (AMO) theory, this study aims to investigate the role of digital human resources management (digital-HRM) practices in influencing hotel employee behaviors, especially their adoption of work-at-home (WAH).
Design/methodology/approach
The study was conducted in two stages in hotels in Vietnam. Stage 1 used a mixed method to develop an instrument to measure digital-HRM practices. In Stage 2, through a survey of 303 respondents, the research investigated digital-HRM practices’ additive and interactive effects on WAH.
Findings
The study shows that digital-HRM comprised five factors. Except for digital recruitment, the other digital-HRM practices significantly affected WAH. In addition, the research suggests that digital training and employee involvement should be combined to enhance employee willingness for WAH.
Research limitations/implications
Drawing on the AMO theory, this study constructs a digital-HRM measurement scale to study the antecedents and consequences of these practices to improve employees’ digital work efficiency. In addition, through both additive and combinative (a two-way interaction) models, the study enhances the HRM and hotel management theory by understanding why digital-HRM practices are essential to boost employees’ digital competencies to adopt remote working.
Practical implications
By investigating the role of digital-HRM practices in improving employees’ adoption of WAH, this study provides empirical implications for hotels to manage digital-HRM practices better and thus makes remote working effective.
Originality/value
The existing literature reveals the lack of a deep understanding of how HRM practices can promote digital devices and services and their influence on employee behaviors, especially in the hotel sector. To the best of the authors’ knowledge, this study is unique in extending the AMO theory into the digital context to illuminate components of digital-HRM practices and clarify how digitalizing HRM practices can motivate hotel employees to accept WAH.
... the concept of digital HRM is under limelight in the academic world. Researchers are paying more attention to understanding the concept of digital HRM and striving to precisely define it (Bondarouk et al., 2017;Strohmeier, 2020;thite, 2018. Strohmeier (2020) argued that the concept of digital HRM and its related concepts i.e. digitalization, digital transformation, digitization, and digital disruption are used in an implicit, heterogeneous, and proliferating manner. ...
... another misunderstanding developed in literature is confusion about the concept of electronic HRM and digital HRM either these are interchangeable concepts or distinct. in literature, some authors defined these concepts interchangeably (Strohmeier, 2020;thite, 2018). Some researchers defined electronic HRM as a distinct concept (Berber et al., 2018;Florkowski, 2018). ...
... Future studies may consider these factors to examine the impact of adoption of digital HR practices. along with conceptual clarification, extensive research has highlighted the bright side of digitalization and emphasized on adoption of digitalized HRM (Bondarouk & Ruël, 2009;Manzoor & Sohaib, 2021;Prikshat et al., 2023;thite, 2018). digitalization of HRM has eased the many complicated processes and provided an opportunity to take their ordinary functions to a new level. ...
Digitalization is the fundamental aspect of the technological revolution that has introduced organizations to disruptive change. Not only external, but digitalization has also transformed all the internal mechanisms of organizations. The digital transformation of human resource management has been identified as a novel phenomenon. Therefore, during the past three decades, academicians have paid remarkable attention to and investigated the integration of technology with human resource management. Researchers strived to define this phenomenon in various ways and represent it with multiple terms. Interchangeable terms and different definitions have created ambiguity, and as a result, literature still lacks conceptual clarity. To address this gap, this study conducted a state-of-the-art review by following the six – step approach. The objective of this review is to clarify the conceptual ambiguity. This study employed Scopus, Web of Science and Google Scholar to identify relevant studies. A total of 1,274 articles were reviewed until finally 19 articles were identified as the subject of research. Firstly, this study presents the chronological development of the concept. Secondly, this study has analyzed the definitions of digital human resource management and its related concepts to identify the ambiguity that is misleading the literature in different directions. Through analysis this study explained the misunderstandings among different terms and concepts. The findings of this study have shown that digital HRM is a process of integrating human activities with advanced technology. Lastly, this study suggested an area for future research to further explore this evolving field.
... First, AI-augmented learning will result in a paradigm shift in the expectations of HRD practitioners. For instance, Thite (2022) cautioned that technological diversification, such as uneven AI development and implementation, could alter how people learn and work, inevitably affecting individual, group, and organisational learning progress. It may even influence the national and organisational culture. ...
... AI has widened the role of HRD, providing a different dimension to the strategic orientation of organisational change and development (Rotatori, Lee, and Sleeva 2021). As Thite (2022) suggests in his conceptualisation of digital HRD, the role of HRD will become increasingly cross-disciplinary by incorporating knowledge and information systems as facilitated through data sciences. Learning with and from people and machines will, therefore, be the way forward as organisations prepare themselves for the future of work. ...
... First, the emergence of AI in organisational work has led to a paradigm shift in the competencies expected of HRD practitioners. The learning and development dimension of HRD is now extended to incorporating digital literacy, data analytics, and technology management (Thite 2022). For instance, HRD practitioners would be required to understand how their employees perceive and interpret technology and data when performing their daily tasks. ...
... Today, the focus of the HR function has shifted from being passive and reactive to being strategic and agile. This shift in essence requires various changes, for example from the side of the workplace that was previously mechanized to become more computerized (Thite, 2022). ...
... Jayabalan et al. (2021) added that digitization of HRM plays a significant role in improving organizational performance. This influence can occur because digital HRM allows companies to run business more efficiently and productively, increases employee engagement with higher flexibility through remote working, and helps executives in companies make strategic decision-making based on data (Thite, 2022;Lumi, 2020). The HR process can also run more optimally with the use of digitalization, because the work process is able to minimize errors, reduce paperwork, and allow HR to work more focused on their strategic aspects. ...
... Digitalization of HRM is predicted to lead to a green orientation because the use of this technology can minimize paper waste, recruit employees who have values or are oriented to the environment, and reduce carbon emissions by holding more virtual meetings than commuting (Trujillo-Gallego, Sarache & Sousa-Jabbour, 2022; Zameer et al., 2021;Bresciani et al., 2021). In the end, the adoption of digital HRM enables companies to improve performance by prioritizing efficiency, productivity, flexibility, and data-based decision making (Thite, 2022;Lumi, 2020;Jayabalan et al., 2021). ...
Design/Methodology: This study involved supply chain managers in manufacturing companies in DKI Jakarta and West Java Provinces, Indonesia. The reason is that these two provinces had many manufacturing companies and were two of the largest industrial cities in Southeast Asia. Based on the survey conducted, there were 160 questionnaires distributed. However, the data that meets the requirements is 145 and can be processed further. This study used the Structural Equation Model (SEM) analysis technique using Partial Least Square. Findings: This study has confirmed a number of findings including: (1) Digital HRM had a positive and significant influence on SC performance, (2) Digital HRM had a positive and significant influence on green orientation, (3) Green Orientation had no positive and significant influence on SC performance, (4) ) Green Orientation did not mediate the effect of Digital HRM on SC performance, (5) Green Innovation had a positive and significant influence on green orientation and Green Innovation did not moderate the influence of digital HRM on SC performance.Research Limitation/Implications: This study only focuses on the scope of Digital Human Resource Management (DHRM) on Supply Chain Performance (SCP). The mediating role of Green Orientation and the moderating role of Green Innovation in research findings did not have a significant contribution. The next study is expected to examine the concept of digital HRM which is not only oriented towards green orientation and green innovation in manufacturing companies. Other considerations are needed such as digital entrepreneurship, digital business and digital skills which are currently developing in the world and even in Indonesia. This is because Digital entrepreneurship, digital business and digital skills are one of the supporters of economic growth and company performance in a sustainable manner. Managerial Implication: This study is expected to be a reference for practitioners, especially in the field of Digital Human Resource Management (DHRM) on Supply Chain Performance (SCP). Furthermore, the concept of digital HRM by organizations can be used as an effective alternative in continuously improving SC performance in manufacturing companies in Indonesia. Theoretical Implication: The findings of this research provide a theoretical contribution related to the pattern of relationship between digital HRM and SC performance, although green orientation did not mediate the pattern of relationship between digital HRM and SC performance, likewise, green innovation did not mediate the pattern of relationship between digital HRM and SC performance. However, these two aspects can be an important focus in this research and must be considered for further research. Originality/Value: This study has originality because it examines the role of digital HRM on SC performance which is still very rarely researched especially when it is associated with the mediating role of green orientation and green innovation.
... The world of work has advanced significantly over the years, from the skilled artisans of the 19th century to 20th-century manufacturing workers to the digital workforce and robotics of the 21st century, which are now enabled by artificial intelligence (Thite, 2022). Digital innovations, in conjunction with demographic changes and globalisation, have fundamentally changed how we live, work, communicate and conduct business. ...
... Therefore, technology is now seen as the fourth dimension of human resource development. "Workplace transitions from manual to computerised, knowledge-based to information-based, egocentric to collaborative, and hands-on to minds-on hands-on to minds furthermore on have been brought about by the digital revolution" (Thite, 2022). ...
... Keeping up with the most recent papers will aid in creating the foundations for one's own study because research continuously entails testing, confirming, and rejecting theories. This study expands on previous reviews (Thite, 2022;Harney B., 2021;David Angrave, 2016;Minbaeva, 2021;Qamar & Samad, 2022;Nawaz N., 2021) and enhances the knowledge base on digital human resources. Additionally, it enhances the literature on digital HR transformation by including bibliometric analysis to determine the major subjects, authors, and keywords and to develop a more methodical and detailed grasp of the study topic. ...
Research in the field of digital HR transformation has gained significant momentum due to the influence of business transformation driven by digital technology. However, despite its growing prominence, the research on this topic remains relatively scattered and dispersed. Therefore, the authors employed bibliometric analytic methodologies in this article to portray the intellectual structure of literature related to digital developments in HR. A comprehensive analysis of 184 articles from the Scopus database is conducted using bibliometric methods, including citations, co-citations, and keyword analysis. Using bibliometric analysis, this paper thoroughly evaluates advancements made possible by digitalization in HR management. Utilizing visualization software such as Biblioshiny and VOSviewer, the analysis reveals the incremental trend of publications, research studies, affiliated organizations, and research-driven nations over time. Notably, the examination of the co-citation network using VOSviewer yields significant findings. This study contributes to the evolving body of HR literature and expands our understanding of HR digitalization through the application of bibliometric analysis.
... Moreover, HRM practices significantly contribute to enhancing human resource abilities to utilize technology for innovation in the digital era. Moreover, it enhances organizational processes and performance outcomes [30]. HRM practices empower employees through creating innovative environments that foster employees' new skills, talent, and knowledge to meet environmental changes [31,32]. ...
... Moreover, the results of the research hypothesis (H1, H2, H3, and H4) indicate a significant effect that lined with prior studies. The findings on (H1) indicate a significant positive impact between HRMS and innovation (INN), and scholar's studies find a significant effect between HRM practices and innovation which are in constant with [11,27,29,30]. Moreover, the findings on (H2) indicate a positive significant effect between HRMS and strategic adaptability (SA), which is in constant with [26,[35][36][37][38][39]47,48,54]. ...
Dynamic environmental changes continue to impact organizations’ performance and goals, prompting them to adapt and develop strategies that foster innovation continually. Thus, HRMS enables talented, retaining skilled, and innovative employees who contribute with creative ideas and creative problem-solving problems to enhance innovation practices in organizations. Therefore, the findings of previous studies are insufficient and considered as empirical evidence to investigate the research constructs relationship. This study aims to examine the gap in strategic adaptability via HRM strategies and innovation in Jordanian banks. The study employs data analysis and hypotheses testing, descriptive analysis approach, and (SEM) structural equation modeling through SPSS-24 and PLS-SEM-4 software. The research population includes 16 Jordanian banks, and a stratified sampling method conducted on 468 respondents resulted in 455 completed ones, the respondents are middle level managers and department heads. The findings reveal a positive significant impact of HRMS and innovation (INN), a significant positive impact of HRMS and strategic adaptability (SA), and a significant positive effect between strategic adaptability (SA) and innovation (INN). In addition, the findings indicate a partial indirect relationship effect between strategic adaptability (SA) via HRMS and innovation (INN). The conclusion shows that the bank’s performance is highly improved by strategic adaptability, which allows the bank to quickly respond to local and global environmental changes, challenges, crises, and market trends, and provides valuable theoretical and practical insights regarding the role of strategic adaptability (SA) relationship between HRM strategies (HRMS) and innovation (INN). These findings are relevant to the global banking sector due to the similar operating conditions and environments. Moreover, a better understanding of these relationships by practitioners and researchers for future studies in different environments, and sectors.
... Research is essential to human capital management (HCM) tendencies by considering the use of digital technologies in business [24]. Although a few recent studies have shown an uptick in interest in digital human resources-related concepts and systems, there are a lot of unsolved issues regarding the applications of these ideas [25,26]. This concept still lacks clarity for future application and research [26]. ...
... Although a few recent studies have shown an uptick in interest in digital human resources-related concepts and systems, there are a lot of unsolved issues regarding the applications of these ideas [25,26]. This concept still lacks clarity for future application and research [26]. ...
... In terms of HR function, the application of digital technologies can make HR processes more distinctive, efficient and consistent (Bondarouk et al., 2017b), thereby creating value for targeted employees and organizations (Bondarouk & Ruel, 2009). However, compared to other functions, human resource management (HRM) still has been lagging behind in terms of digital adoption or transformation (Thite, 2022). Low managerial commitment to HR digital transformation can be attributed to the lack of robust and consistent empirical evidence on the benefits of digital technologies for HRM processes and organizations (Bondarouk et al., 2017b;Vrontis et al., 2022). ...
... Second, although it is empirically supported that digital HRM offers cost-saving solutions to perform transactional or administrative HR tasks (i.e Parry, 2011;Bondarouk & Ruel, 2009;Malik et al., 2022), it still underperforms traditional HRM model in the aspect of human reaction and quality of relationship at work (Thite, 2022). For example, using a chatbot in HR activities allows Ernst & Young to cut off the workload of HR staff by 10 000 hours within only six months in 2018 (Kokshagina & Schneider, 2023). ...
Purpose – Considering the popularity of digital technologies, the study aims to provide additional perspective of why managers have low commitment to digital human resource management (HRM) model and how they should interpret and respond to this model.Body of knowledge – The study indicates that rushing to adopt digital HRM model is not encouraged, even though the model has potential benefits in terms of organizational efficiency and employee experience. However, the ignorance of its usage possibilities can make HR managers and professionals lose their control over HR activities to other business units.Implications – Managers need to understand the driving factors of digital HRM model, do critical analysis of its relation to the current business model, and evaluate potential impacts of its adoption on the organization. Based on these analyses, managers can establish a suitable response plan to the disruption, which can range from ignorance at the first time to full integration in the long run.Originality/Value – The emergence of digital technologies have disrupted the way organization operate their internal business processes. Compared to other functions, human resource management is likely to be overlooked in organization’s digital transformation plan, even though human resource is considered to be an important resource for its competitive advantages in today’s uncertain and fast changing world. The study contributes to drawing additional attention to the importance of digital HRM in organization’s digital transformation plan and provides additional perspective to interpret and implement digital HRM.
... The infusion of technology into various facets of business management has revolutionized traditional approaches, particularly in the domain of human resource management (HRM) [3,4]. As businesses navigate the complexities of the digital age, the role of HRM emerges as a pivotal factor in their ability to effectively leverage technology for innovation [5,6]. ...
... 4 SHRM provides data that aligns with users' needs and habits. 5 SHRM processes and delivers data without delay. 6 SHRM data reduce business operations and service delivery costs. ...
This study investigates the intricate relationships between technology application, smart human resource management (SHRM), and innovation performance within the Jordanian telecom industry. Employing a quantitative research methodology, data were collected from employees of telecommunications firms in Jordan. The results illuminate significant positive associations between technology application, SHRM, and innovation performance, elucidating the pivotal roles of technology and HRM strategies in fostering innovation and bolstering organizational success. Practical implications of the findings advocate for substantial investments in cutting-edge technologies, the integration of intelligent HRM practices, and the prioritization of continuous learning and development initiatives to nurture an innovative workforce. This research contributes to a deeper comprehension of innovation dynamics within the telecommunications sector and furnishes valuable insights for practitioners striving to elevate innovation capabilities within their respective organizations.
... Therefore, MSMEs need to invest in employee training and development to improve their technical and managerial skills. In addition, creating a conducive work environment and providing appropriate incentives can also increase employee motivation and performance (Thite, 2022). ...
This study attempts to elucidate the impact of human resource (HR) competency, product innovation, digital marketing, and service quality on the productivity of Micro, Small, and Medium-Sized Enterprises (MSMEs) in Jakarta. This study examines 120 MSME companies in Jakarta during the period 2003 to 2023. The research method used is Panel Vector Autoregression (PVAR) to analyze the influence effect of these variables on MSME performance. The research results show that digital marketing, product innovation, service quality and HR competency all have a significant positive impact on the performance of MSMEs in Jakarta. Improvements in digital marketing are consistently associated with improved MSME performance, while product innovation also contributes positively to performance. Better service quality and higher HR competency are also associated with improved MSME performance. Aside from that, digital marketing contributes significantly to increased HR proficiency competency, service quality, and product innovation. Product innovation also contributes positively to service quality and HR competency. Better service quality is associated with increased HR competency. These results support the hypothesis that these factors are interconnected and together improve the performance of MSMEs.
... Among these issues are concerns about the originality of submissions, potential plagiarism and copyright violations, accountability for accuracy of content, the ethics involved in the use of such tools, and how work processes, work flows, and interventions will continue to evolve in the face of these disruptive innovations for publishers, researchers, practitioners, and students/learners (Graßmann & Schermuly, 2021;Greco, 2016;Nickel, 2020;Terblanche et al., 2022aTerblanche et al., , 2022b. Thus, to me, thoughtful scrutiny of such disruptive innovations, their potential benefits and limitations, and ethical issues associated with them needs to occur (Akdere et al., 2022;Budhwar et al., 2023;Thite, 2022). As for the journal and field, researching and publishing content that is relevant, rigorous, robust, and impactful, the notion of openness to ideas, concepts, methods and designs seems necessary for the doing of HRD and how it is done to ensure that generativity vs. stagnation occurs and is sustained. ...
... First, they will emphasize the necessity of the HR departments expanding their knowledge base acquired in relation to the topic of influencers and various factors that may inspire influencer's actions. This means that the HR professionals, designing these incentive programs for their organizations, will have to undertake more learning and be fully aware of the latest trends in digital marketing and especially the use of social media platforms to remain relevant and impactful to the corporate goal of the organizations they serve (da Silva et al., 2022;Cascio, 2019;Thite, 2022). Second, the research also underscores the need to use data information in the creation and the organization of the incentive programs. ...
The purpose of this research is to analyse the dynamic position of Human Resources (HR) in designing and implementing incentives for micro influencers in the fashion, technology, and the Fast Moving Consumer Goods (FMCG) sector. Drawing on a phenomenological research paradigm, the study aims at understanding how HR departments of companies associated with digital marketing are responding to the fluctuating demands of the field and, therefore, designing original and versatile incentive systems that appeal to the micro influencers self-motivational factors. The studies show that simple incentive structures and mainly monetary based incentives are incapable of encouraging sustained participation. However, using organization specific professional development opportunities, brand management, and public recognition is crucial. In the same respect, the study also reveals how the role of HR is important in influencer marketing where it involves working closely with the marketing department to ensure that influencer practices are in line with the rest of the organization. Additionally, the implications of the research cover the issues related to the formalization of the influencer relationships, which may indeed be challenging when gaining the necessary degree of control for the proper management of the influencer’s work, while at the same time remaining consistent with the creative freedom which is required for the influencer content. Hence, this study adds to the existing literature on the subject of HR for the digital economy as it provides best practice guidelines for HR managers that can help organizations to navigate through the ethical and cultural aspects of influencer collaboration.
... Firstly, digital-HRM transforms the work environment from a physical to a digital realm, not only enhancing work flexibility and connectivity but also creating an empathetic space that supports collaboration within the organization [40, 67,79]. This shift meets employees' basic psychological needs for flexibility and connectivity, promoting collaboration and innovation. ...
In recent years, an increasing number of companies have begun implementing digital-HRM. However, much of the existing research primarily discusses digital-HRM from a “thing” perspective or explores its consequences at the organizational level. There has been limited research focusing on individual employees, particularly on how digital-HRM impacts their psychological states and performance. Drawing on job demands-resources theory, this study examines the relationship between digital-HRM and employee innovative performance, as well as cyberloafing. We conducted a time-lagged study involving 487 employees across various industries in China and employed partial least squares path modeling. The results suggest that digital-HRM enhances employee innovative performance by increasing the sense of work gain, while it reduces cyberloafing by decreasing relative deprivation. Perceived ease of technology use was found to positively moderate these relationships. By rigorously investigating the critical psychological mechanisms of the sense of work gain and relative deprivation, and the essential boundary condition of perceived ease of technology use, this study aims to develop a comprehensive conceptual framework that deepens our understanding of how digital-HRM, as an emerging job resource in the digital era, influences employee behavior. Adopting a human-centered approach, the research theoretically extends the study of digital-HRM’s impact at the individual level and finds that digital-HRM influences employee performance in a mutually beneficial manner. These findings provide practical insights for organizations to actively implement digital-HRM and maximize its benefits.
... In the realm of medical education, Li et al. [17] present high-resolution anatomical datasets constructed using DHM. These datasets offer detailed visualizations of human anatomy, which are invaluable for medical students and professionals for both learning and reference purposes [25]. The detailed digital models support a deeper understanding of human anatomy beyond what can be achieved with tradi-tional cadaveric studies. ...
Digital Human Modeling (DHM) has revolutionized educational environments by offering interactive and realistic simulations that significantly enhance learning experiences across diverse fields. This paper introduces an advanced framework for integrating digital humans as teaching assistants , leveraging state-of-the-art technologies in image animation, neural rendering, and voice cloning. Our approach enhances engagement and comprehension in subjects such as Neural Networks, Deep Learning, Machine Learning, and many more. We present a comprehensive system supporting real-time interactions, full-body video stitching, and dynamic video choreography. Experimental validations demonstrate our framework's efficacy in creating immersive educational experiences, paving the way for future advancements in virtual learning environments. The source code is available at https://github.com/ sahilkumar15/Human_Digital.
... To maintain competitiveness and meet service quality standards in Ghana, the hospitality industry requires multi-skilled, cross-trained, and forward-thinking individuals (Otoo, 2019). With rapid changes brought about by information technology proliferation and globalization, HR managers need to prioritize HRM development through education, training, and development at all organizational levels (Thite, 2022). However, the industry's growth has also created challenges in meeting the demand for qualified personnel. ...
The study investigated the mediating role of job satisfaction in the relationship between HRM practices and job performance in the hospitality industry of Ghana. The study collected primary data from 349 hospitality establishments within the Accra Metropolitan Assembly. The study population comprised 1,745 hospitality employees within the metropolitan assembly. A total of 325 participants were selected using the simple random sampling method and structured questionnaires were administered to the chosen respondents. The study employed a quantitative approach and adopted the explanatory research design. The data gathered were analysed using SPSS. The findings indicated that the relationship between performance appraisal and job performance is statistically insignificant. However, it is worth noting that job satisfaction has a mediation effect on the relationship between HRM practices and job performance in the hospitality industry of Ghana. The study concluded that while performance appraisal is traditionally seen as a vital tool for providing feedback, the study findings suggest that its effectiveness varies and recommends that management must strive to refine their appraisal systems to offer meaningful feedback and goals for improvement, thereby boosting employee motivation and satisfaction.
... These activities focus on equipping the workforce with the essential expertise to develop and maintain their competencies, motivating them to efficiently and effectively achieve the organization's goals [53]. Therefore, HR development is a continuous and interactive process based on knowledge, experience, productivity, and short-or long-term satisfaction [54]. This process or activity aims to maximize the benefits derived from an organization's human capital, whether intellectual or physical, benefiting not only the organization and its workforce but also the community and the economy. ...
The human resources mobile information system (HRMoIS) provides users with direct access to information via mobile devices, enhancing efficiency, productivity, and the user experience. It includes mobile applications, websites, SMS services, and other communication mediums. This system enhances information mobility, facilitates operational processes, and supports decision-making in the ever-evolving technological landscape, ultimately improving users’ efficiency and productivity. Al-Anbar Province is undergoing significant urban and economic development. Still, more research is needed on the impact of HRMoIS on employee performance in Anbar to enhance their skills. This study aims to provide insights for top management and decision-makers on implementing similar methods to enhance employee performance. The study employs a questionnaire to survey managers and regular employees in 20 small organizations in Al Anbar, Iraq. The data is analyzed using percentages, frequencies, Pearson correlation, and Cronbach’s alpha coefficient. This allows for a comprehensive examination of all the essential aspects of human resource dynamics. The questionnaire upholds integrity and precision by aligning with roles and responsibilities. The study found that organizations implementing HRMoIS had higher mean values despite barriers such as organizational resistance, limited resources, and inadequate training. The results underscore the importance of organizations addressing these issues and enhancing their HRMoIS adoption. The study investigates the impact of HRMoIS on HR performance in small organizations in Iraq. The results show a positive correlation between mobile information systems and HR management efficiency. The study recommends implementing mobile information systems in small organizations in Al Anbar to enhance their performance. It emphasizes the need for providing necessary hardware and software, hiring experienced consultants, ensuring employee training and development, supplying HRMoIS with relevant data, and appointing experienced employees to keep up with technological advancements.
... The need and importance of (E-HRMS) arise from the expected future competition of business organizations, which can enable the company to withstand intense competition (Alabaddi et al., 2020). It is noted that E-HRMS, such as electronic recruitment and selection, electronic training and development, and electronic reward management, are mostly adopted within organizations compared to other digital human resource management practices as digital dispute settlement management and digital change management (Burbach, 2019;Parry & Battista, 2019).Authors such as Jammulamadaka (2020), Thite (2020), Imperatori et al. (2019), and Kiron and Spindel (2019) suggest that to meet the requirements of (OF), electronic human resource management practices should be adopted to make the workforce technologically intelligent and to enhance interaction between humans and machines (Thite, 2020). In addition, E-HRMS refer to the use of digital human resource management techniques in the comprehensive management of internal talent or human resources (Barman & Das, 2019;Strohmeier, 2020;Thite, 2019;Zavyalova et al., 2022). ...
Through a theoretical framework, this study aimed to identify definitions of Organizational Flexibility by covering the definitions proposed by many researchers and trying to reach a new definition. Previous studies have identified many benefits that can be achieved using organizational resilience in organizations. In addition, this study summarized these benefits and identified the most frequently mentioned benefits through a review of previous studies. The study measured the impact of Electronic Human Resource Management Strategies on (OF) in Iraqi pharmaceutical companies through a service of 180 employees in 20 Iraqi companies producing human drugs Partial Covariance-Based Structural Equation Modeling (CB-SEM) were used in the statistical program (Smart PLS (version 4.0.8.9) as a statistical method for data analysis. The results of the study showed a significant effect of E-HRMS on (OF)in Iraqi pharmaceutical companies and the highest level of (OF) in Iraqi pharmaceutical companies. The most important recommendation for this study was that if organizations want to encourage the adoption of new work methods such as (OF), there must be a link between employee’s incentives and employee learning for this new technological skill.
... Selain itu, kesedaran digital meningkatkan keselamatan infrastruktur kritikal dan juga tempat kerja digital (Brahma et al., 2021). Kesedaran teknologi juga membolehkan pengguna membezakan antara faedah dan kekurangan peranti digital, aplikasi dan sumber dalam talian yang direka untuk menguruskan pemprosesan maklumat, penyimpanan dan perkongsian (Thite, 2022). Kajian membuktikan bahawa kesedaran digital mesti ditingkatkan demi untuk keselamatan awan dan kerja digital yang berkesan. ...
Kesedaran digital dalam kalangan pelajar perakaunan di Malaysia amat penting kerana keperluan pekerjaan semasa amat memerlukan kompetensi digital. Namun kajian berkaitan kesedaran digital tidak banyak dilakukan. Objektif utama kajian ini dijalankan adalah untuk mengkaji tahap kesedaran digital dalam kalangan pelajar perakaunan di Malaysia dan hubungannya dengan prestasi pelajar. Elemen kesedaran digital yang dikaji ialah kesedaran etika, kesedaran budaya, kesedaran kepimpinan, kesedaran polisi dan kesedaran risiko. Edaran borang soalselidik dilakukan di seluruh Malaysia dan kadar respon sebanyak 202 borang telah diperolehi meliputi pelajar Sarjana Muda Perakaunan di Institusi Pengajian Tinggi di Malaysia. Pengujian hipotesis bagi kajian ini dibuat menggunakan analisis korelasi. Hasil kajian menunjukkan tahap kesedaran bagi kesemua elemen adalah tinggi dalam kalangan pelajar. Hasil analisis korelasi pula menunjukkan kesedaran etika, kepimpinan dan risiko berhubungan secara positif dan signifikan dengan prestasi pelajar manakala kesedaran budaya dan polisi berhubungan secara positif tetapi tidak signifikan. Ini menunjukkan kesedaran kompetensi digital meningkatkan prestasi pelajar dalam elemen etika, kepimpinan dan risiko. Digital awareness among accounting students in Malaysia is very important because current job requirements require digital competence. However, research related to digital awareness has not been done much. The main objective of this study was to examine the level of digital awareness among accounting students in Malaysia and its relationship with student performance. The elements of digital awareness studied are ethical awareness, cultural awareness, leadership awareness, policy awareness and risk awareness. The distribution of questionnaire forms was carried out throughout Malaysia and a response rate of 202 forms was obtained covering Bachelor of Accounting students at Institutions of Higher Education in Malaysia. Hypothesis testing for this study was done using correlation analysis. The results of the correlation analysis show that ethical awareness, leadership, and risk are positively and significantly related to student performance while cultural awareness and policy are positively related however, it is not significant. Therefore, it shows that, there is a relationship between digital competency awareness with accounting students’ performance through the elements of ethical, leadership and risk awareness.
... However, there is a discernible gap in the literature concerning the specific consequences of digitalisation within the maritime sector (Banmairuroy et al., 2022;Chatterjee and Mariani, 2022;Lewandowska et al., 2023). Organisation possesses distinct characteristics in terms of its requirements, obstacles, and prospects, hence warranting a focused examination of the integration of digitalisation in HRD and its effects on organisational competitiveness (Alam and Dhamija, 2022;Fernandez and Gallardo-Gallardo, 2021;Thite, 2022). In order to bridge this knowledge gap, the main aim of this research is to perform an extensive bibliometric analysis that examines the current body of literature on the influence of digitalisation in HRD on the competitive advantage of organisations and its potential within the maritime industry. ...
Purpose
The maritime industry, a linchpin of global trade, has embarked on a transformative journey catalysed by the relentless advance of digitalisation. There is a discernible gap in the literature concerning the specific consequences of digitalisation within the maritime sector. This research aims to examine the current body of literature on the influence of digitalisation in human resource development (HRD) on the competitive advantage of organisations and its potential within the maritime industry.
Design/methodology/approach
This research paper conducts a comprehensive bibliometric analysis.
Findings
The findings of this research explore the literature landscape encompassing digitalisation in HRD, its influence on HR operations, learning and development, performance management, employee experience, and strategic alignment within maritime organisations.
Originality/value
This research provides valuable recommendations for maritime organisations and HRD practitioners seeking to leverage digitalisation to gain a competitive edge. Thus, the maritime industry can adopt digital HRD practices to streamline operations, improve performance, and align HR strategies with broader organisational goals.
... The trainings, in this context, may not allow such a real and practical experience, which may constitute limited training . Even more so if it is not possible to have the presence of an instructor who allows immediate feedback (Martin, Kolomitro & Lam, 2014;Shirmohammadi, Au & Beigi, 2022;Thite, 2022;Yarberry & Sims, 2021). On the other hand, privacy issues can represent a challenge for organizations, as they do not guarantee total security of employee data and information (Malik et al., 2022;Jiang, Akdere & Lobo, 2022;Huang, Li & Cai, 2023;. ...
In an increasingly digital world, the metaverse emerges as a new horizon of possibilities, uniting the real and the virtual in an immersive and transformative experience. This work, “ IMMERSING IN THE METAVERSE: Theoretical and Practical Reflections,” brings together insights from researchers in different fields, providing a comprehensive view of this constantly evolving universe.
The book explores various facets of the metaverse, from its foundational technologies and innovative applications to its implications for society, the economy, and education. Through clear and accessible language, the authors invite the reader on a journey of discovery, exploring the challenges and opportunities that the metaverse presents.
... Put differently, HR technology-driven digital business transformation might contribute to the success of the transition. HR technology, as influenced by Thite's, organizational growth and performance enabler model, can be viewed as a successful HR transformation enabler [23]. ...
The present study investigates how green human resource management practices (GHRM) affect Jordanian commercial banks' environmental performance. It also examines the moderating effect of digital HR technology. A survey questionnaire was used to gather data from 12 commercial banks and 4 Islamic banks. PLS-SEM was used to analyze the data from the sample size of 402 questionnaires that were given to HR managers and supervisors at these institutions. The results indicated that dimensions of GHRM are strongly correlated to the environmental performance. In addition, digital HR technology has a negative effect related to environmental performance. Similarly, from the five indirect effect hypotheses, only one was supported, the moderating role of digital HR technology between green empowerment and environmental performance. To optimize the environmental advantages, digital HR technology integration into sustainability programs calls for original thought and inventive solutions. Banks can boost their environmental performance while simultaneously increasing their HR procedures and employee engagement by incorporating these novel concepts.
... With the complexity of the environment and the emergence of various cultures and jobs within organizations, the role of human resources has gradually changed. The human force of any organization is considered one of its significant assets; this is important because other resources such as capital and physical assets do not create the necessary efficiency and productivity without human resources (Taghva et al., 2023;Tayari et al., 2022;Thite, 2022). Undoubtedly, in today's fast-paced, transformational, and competitive world, what ensures the realization of competitive advantage for organizations is high-quality, creative, and dynamic human resources. ...
Objective: The purpose of this research is to design and validate a human resource diversity management model in public organizations in Razavi Khorasan Province. Methodology: The present study was conducted with a mixed-methods (qualitative-quantitative) approach. The qualitative population consisted of managers of public organizations in Razavi Khorasan, among whom 12 were selected using theoretical sampling and snowball sampling techniques, and interviews were conducted. In the quantitative part, the population included all managers of public agencies in Razavi Khorasan Province in 2021, numbering 8,936, from which a sample size of 368 was determined using stratified random sampling and Cochran's formula. Data collection tools were semi-structured interviews for the qualitative part and questionnaires for the quantitative part. For data analysis in the qualitative part, MAXQDA software was used, where categories, components were coded through open, axial, and selective coding leading to the theorizing stage. Findings: Descriptive and inferential statistical methods were used to analyze the data obtained in the quantitative part. In the qualitative section, axial coding or 6Cs were explained, detailing the causal conditions, core category, strategy, consequences, context, and intervening conditions. In the quantitative section, the research results showed that the proposed model has an appropriate fit. Conclusion: Until attention is paid to the diversity of employees, their differences, capacities, and knowledge variations, one cannot expect the necessary productivity and efficiency from employees.
... Put differently, HR technology-driven digital business transformation might contribute to the success of the transition. HR technology, as influenced by Thite's, organizational growth and performance enabler model, can be viewed as a successful HR transformation enabler [23]. ...
The present study investigates how green human resource management practices (GHRM) affect Jordanian commercial banks' environmental performance. It also examines the moderating effect of digital HR technology. A survey questionnaire was used to gather data from 12 commercial banks and 4 Islamic banks. PLS-SEM was used to analyze the data from the sample size of 402 questionnaires that were given to HR managers and supervisors at these institutions. The results indicated that dimensions of GHRM are strongly correlated to the environmental performance. In addition, digital HR technology has a negative effect related to environmental performance. Similarly, from the five indirect effect hypotheses, only one was supported, the moderating role of digital HR technology between green empowerment and environmental performance. To optimize the environmental advantages, digital HR technology integration into sustainability programs calls for original thought and inventive solutions. Banks can boost their environmental performance while simultaneously increasing their HR procedures and employee engagement by incorporating these novel concepts.
... HR leverages technological advancements to provide employees with mental health support applications (Thite, 2022). These apps offer resources, counseling services, and stress management tools, promoting a workplace culture that prioritizes employee well-being. ...
The integration of ethics and corporate social responsibility (CSR) in Human Resources (HR) has emerged as a critical aspect of organizational management, reflecting a paradigm shift in business dynamics towards sustainability and societal well-being. This paper provides a comprehensive review of policies and practices pertaining to ethics and CSR in HR, shedding light on the evolving landscape of responsible corporate conduct. In recent years, organizations have recognized the profound impact HR policies and practices can have on the ethical fabric of the workplace. This review examines the multifaceted dimensions of ethics in HR, encompassing recruitment, employee relations, training, and performance evaluation. It underscores the importance of fostering a culture of fairness, diversity, and inclusivity in HR processes, acknowledging the pivotal role HR plays in shaping the organizational ethos. Moreover, the paper delves into the intricate relationship between CSR and HR, emphasizing the role of HR in implementing and championing CSR initiatives. Companies are increasingly acknowledging their societal responsibilities and are aligning HR strategies with broader CSR goals. This involves addressing social and environmental concerns, promoting community engagement, and ensuring ethical supply chain practices. The paper explores the mechanisms through which HR can effectively contribute to the fulfillment of CSR commitments. Furthermore, the review examines emerging trends and best practices in ethics and CSR in HR. It considers the adoption of technology, the incorporation of sustainable HR practices, and the development of metrics for measuring social impact. The paper concludes by highlighting the imperative for organizations to align HR policies and practices with ethical principles and CSR goals, emphasizing the symbiotic relationship between responsible HR management and sustainable business success. As organizations navigate an era of heightened societal expectations, a strategic integration of ethics and CSR in HR emerges as a cornerstone for fostering a socially responsible and ethically sound corporate environment.
... Salah satu kasus adalah perkembangan teknologi yang terjadi secara besar-besaran menyentuh lingkungan pekerjaan telah menjadi tokoh antagonis yang mengarahkan pada proses penyesuaian dan perubahan yang berdampak tidak pasti bagaikan pisau bermata dua. Artinya, meskipun teknologi dapat mendorong layanan yang lebih efisien dalam jangka pendek, 'efektivitas' SDM dapat terdilusi dari sistem dan perspektif jangka panjang, teknologi juga dapat menyebabkan pertumbuhan pengangguran dan pembekuan gaji (Thite, 2022). ...
VUCA merupakan singkatan dari volatility, uncertainty, complexity, dan ambiguity. Sesuai dengan namanya, VUCA menggambarkan perubahan kompleks dan disrupsi yang tidak terprediksi pada lingkungan sosial. Perubahan yang terjadi dapat mengacu pada perubahan perekonomian pada suatu daerah, sistem pendidikan, atau pun budaya. Masyarakat menemukan perubahan menjadi suatu hal yang menakutkan sehingga berdampak pada kesehatan mental seperti stress, trauma, dan depresi. Agar dapat menjaga kondisi tetap optimal ditengah-tengah tantangan tersebut, diperlukan pola adaptasi yang baik. Artikel ini bertujuan untuk mengungkap isu kesehatan mental pada era VUCA di berbagai setting masyarakat serta peran psikologi positif untuk menghadapi ketidakpastian yang terjadi pada lingkungan dengan memanfaatkan kajian-kajian yang ada. Oleh karena itu, artikel ini menggunakan metode studi literatur. Berdasarkan data literatur ditemukan, era VUCA memiliki dampak pada berbagai setting masyarakat seperti bidang manajemen dan bisnis, pendidikan, dan sebagainya. Kecemasan dan depresi menjadi isu kesehatan yang umum ditemukan pada era VUCA. Kecemasan, atau depresi akibat kurangnya kemampuan adaptasi terhadap kemajuan teknologi serta kehilangan karena kondisi covid-19 merupakan sedikit gambaran dari bagaimana dampak volatilitas pada lingkungan mempengaruhi kesehatan mental masyarakat secara global. Berdasarkan permasalahan akibat era VUCA, peran psikologi positif dapat dipertimbangkan untuk menghadapi situasi ini di berbagai setting masyarakat sebagai solusi menstabilkan kondisi dan meminimalisasikan dampak yang terjadi.
... With those functions, the worker's enjoyment is not limited to day by day work routines, however it consists of quite a number of factors that create a feel of satisfaction and engagement. The application of digital generation with a focus on enhancing worker enjoyment is not an investment in individual proper-being, but also in average organizational overall performance (Thite, 2022). ...
This article presents a systematic analysis of the influence of digital technologies on Human Resource Management (HRM) practices. Through the Systematic Literature Review method, we explore the impact of innovative digital technology on key aspects of HRM such as recruitment, employee development, performance management, and employee experience. The research results highlight significant changes in these practices, providing deep insight into the digital transformation occurring in the world of human resource management. The implications of these findings include increased efficiency, organizational adaptability to new working models, and emerging challenges around data security. This article provides valuable guidance for HRM practitioners and researchers to understand and respond to the evolution of HRM dynamics in the digital era.
... However, the disruptive changes brought about by digital transformation often yield unexpected results. For human resource managers, in the context of digitalization, everything from the objects of management and working methods to behavioral orientation and logical thinking is continuously innovating [3]. In the theoretical field, scholars are also constantly exploring the new characteristics of human resource management under digital transformation, as well as how to continue to efficiently fulfill the responsibilities and obligations borne by the human resource management functions in this new management situation [4]. ...
A new era of digital technology, characterized by the advent of mobile internet, cloud computing, big data, and artificial intelligence, is reshaping human production and lifestyle, heralding a paradigm shift in the way we engage with the world around us. As a matter of fact, digital transformation is no longer a distant future but an ongoing reality faced by all enterprises alike. Within this evolving landscape, human resources management, being a pivotal component of organizational management, is undergoing profound changes driven by digitalization. This paper combs the literature from all over the world in the field of digital human resource management in the past ten years, and extracts the key discoveries. This paper sums up the four most popular research topics: digital natives, service-oriented human resource management, updated connection mode, and ensuring the status of humanity. On the basis of the review, this paper looks forward to the future by pointing out possible research directions and making relevant recommendations.
... One significant aspect of this evolutionary process relates to the HRD practises within the maritime industry. The incorporation of digital tools and technologies has initiated a paradigm shift in the field of HRD, with the objective of enhancing training, skill enhancement, and workforce administration (Gökalp & Martinez, 2022;Mer & Virdi, 2023;Thite, 2022). ...
The maritime industry, a cornerstone of global trade and commerce, is currently undergoing a significant transformation, primarily driven by technological advancements. Human resource development (HRD) in maritime industry has become a focal point, aimed at improving operational efficiency, safety, and competitiveness. This research paper conducts an in-depth examination of digital tools and its challenges in the context of maritime HRD through bibliometric analysis. The findings indicate the presence of a variety of digital technologies, such as e-learning platforms (ELP), learning management systems (LMS), virtual reality (VR), augmented reality (AR), gamification, and artificial intelligence (AI) and machine learning (ML). Nevertheless, the maritime sector may encounter a range of obstacles including issues related to security concerns, skill gaps, strategic planning, change management, budget constraints, and regulatory compliance. To effectively address these difficulties, it is essential to adopt a comprehensive strategy that includes many components such as cybersecurity measures, efforts for talent development, strategic alignment, change management techniques, budgetary restraint, and legal scrutiny. The findings of this study have significant consequences for the maritime sector, governments, and the academic community. It is recommended that maritime sector can use digitization as a fundamental component of their competitiveness and safety measures.
... It is the understanding of how to interact with various forms of technology, the issues and precautions associated with those technologies, and the multiple functions of those technologies. Awareness of technologies enables users to distinguish between the benefits and drawbacks of digital devices, applications, and online resources designed to manage information processing, storage, and sharing (Thite, 2022). With their digital expertise, they can determine how effective cloud computing is and which applications provide cloud security. ...
Recently, cyber security has emerged as a crucial factor for the effectiveness of the digital workplace, which can be achieved with the appropriate digital awareness and organizational support from employees. Therefore, the current study investigates the impact of cyber security, such as critical infrastructure security and cloud security, on the digital workplace in Saudi Arabian private sector organizations. In addition, the study investigates the moderating effect of digital awareness and organizational support on critical infrastructure security, cloud security, and digital workplace in Saudi Arabian private sector organizations. Using survey questionnaires. The researcher gathered primary data from personnel of private organizations. The researchers also utilized SPSS-AMOS to validate the data and examine the relationship between the constructs. The results demonstrated that critical infrastructure and cloud security positively correlate with digital workplaces in Saudi Arabian private sector organizations. In addition, the results revealed that digital awareness and organizational support moderate substantially between critical infrastructure security, cloud security, and digital workplace in Saudi Arabian private sector organizations. By providing cyber security, the article assists policymakers in formulating policies regarding the efficacy of digital workplaces.
This chapter delves into the role of digital HR in developing economies, focusing on the intersection of technology, human resources, and economic development. It highlights the opportunities and challenges of digitalization, such as HR leveraging digital tools to enhance workforce efficiency and foster innovation. The chapter also discusses the implications of Industry 5.0, emphasizing the integration of AI, automation, and IoT in reshaping HR practices. The potential benefits of digital HR include improved talent management and increased productivity, but also address challenges like infrastructure constraints and skill gaps. The chapter forecasts trends in Digital HR specific to developing economies, aligning with Industry 5.0 principles. The chapter explores the effects of digitalization on workforce dynamics, organizational structures, and the economy, addressing challenges like digital literacy, data privacy, and socioeconomic disparities. It highlights the potential of digital HR in bridging skill gaps, promoting inclusive growth, and stimulating innovation.
Digital twin technology is revolutionizing human resource management in the era of Industry 4.0. Businesses can gain valuable information about their employees by creating digital counterparts of workplaces, processes, and systems. This chapter defines the technology that allows HR teams to monitor employee performance, predict skill shortages, and improve productivity. Moreover, digital twins use predictive analytics to anticipate recruitment needs and pinpoint areas for employee development. As businesses adopt Industry 4.0, digital twin technology will transform human resource management's future.
The chapter examines digital transformation drivers and their efficacy in improving public sector human resource management in the digital age. Implementing Digitalisation in the public sector opens up possibilities for human resource management (HRM) to reform and accelerate the delivery of services using the most advanced digital technologies. Although digital transformation is expected to offer change in the public sector, various challenges may require significant backing to support the HRM function amid waves and shocks posed by digital transformation. The chapter employs a qualitative research methodology drawn from a systematic literature review to comprehensively evaluate the literature on digital transformation and its role in public sector HRM. Search engines such as Scopus, google, and Google Scholar were used to find relevant information on the role of digital transformation in enhancing public sector HRM. Keywords such as "digital transformation", "public sector", "HRM", "were used in streamlining the search for the study for the study. Findings from the literature indicated several impediments to the Digitalisation of HRM.
This chapter delves into the role of digital HR in developing economies, focusing on the intersection of technology, human resources, and economic development. It highlights the opportunities and challenges of digitalization, such as HR leveraging digital tools to enhance workforce efficiency and foster innovation. The chapter also discusses the implications of Industry 5.0, emphasizing the integration of AI, automation, and IoT in reshaping HR practices. The potential benefits of digital HR include improved talent management and increased productivity, but also address challenges like infrastructure constraints and skill gaps. The chapter forecasts trends in Digital HR specific to developing economies, aligning with Industry 5.0 principles. The chapter explores the effects of digitalization on workforce dynamics, organizational structures, and the economy, addressing challenges like digital literacy, data privacy, and socio-economic disparities. It highlights the potential of digital HR in bridging skill gaps, promoting inclusive growth, and stimulating innovation.
This systematic review synthesizes the existing literature on the impact of artificial intelligence (AI) and automation on Human Resource Development (HRD) practices and outcomes. The study explores how AI and automation affect HRD, highlighting specific HRD processes affected and their influence on outcomes. A comprehensive search was conducted across academic databases, HRD journals, and conference proceedings, resulting in a selection of relevant studies. The findings were analyzed through a narrative synthesis, with subgroup analyses based on specific HRD processes. The review provides insights into AI and automation implications for HRD researchers and practitioners. It also identifies research gaps and future directions.
Post-pandemic, all business functions have undergone large-scale digitalization and transformation. Notably, the human resource function has taken a prominent role in this process. An effective and well-crafted human resource management digital transformation strategy should be an integral component of the enterprise’s digital strategy to accelerate and effectively digitalize. Extant literature has examined the elements of digitalization and digital transformation in human resource management across various domains, sectors and industry. Studies focusing on the all-encompassing framework for the implementation of human resource management digital transformation’ within enterprises are scarce. This systematic literature review bridges this gap by summarizing and outlining an all-encompassing framework of “Enablers and Barriers” that impact enterprise human resource management digital strategy. The study further synthesizes the drivers that impacts this strategy. All related studies conducted between 2011 and 2024, have leveraged 157 articles which was used for the systematic literature review. The conceptual framework introduced in this study can serve as a valuable tool for businesses, aiding them in making informed decisions throughout the journey of implementing human resource management digital transformation.
The paper investigates the impact of global changes and digitalization on human resource management system. Based at the international experience it is researched that international companies have distinctive characteristics in HRM due to the various cultural, economic, and legal disparities among the countries in which they operate. When transitioning to an international level, companies must adhere to the rules of the international business game. It was stated that research by the “Deloitte” company has confirmed the impact of globalization on human resource management in Ukraine. It was formulated main tasks in HR Management, that are basic to the modern big business conduction, and on the base of it characterize the main trends of HRM digitalization. Among the main issues in the HR field, the need for developing future leaders and transferring knowledge to them is identified. It is described how digitization has a significant impact on the main HRM processes and formulated recommendations for the effective use of digital technologies in HRM system.
This last chapter tries to identify some future directions and challenges for the field of HRD with regard to ethics. Although there are a multitude of ethical issues in the field, we chose to highlight three areas in terms of their impacts. With each area, we have identified some implications for HRD practice and for HRD research. Hopefully, this will spur efforts to address these and other areas related to ethics and HRD.
The relevance of this study is due to the problems of migration of the population of the Kyrgyz Republic due to unfavourable labour market conditions. In accordance with this, the purpose of the study is to find out the features of the current environment in the training of qualified personnel. Methods of logical analysis, synthesis, comparative-legal, formal-legal, and legal hermeneutics are used in the study to fulfil the tasks set. In the course of the study conducted, statistical data on the state of the labour market in the Kyrgyz Republic as of September 2023, by regions and years, are examined. According to this analysis, it is noted that in the context of years, the unemployment rate decreased by 4.5%, which indicates the effectiveness of the measures taken. The risks that exist in the implementation of state programmes to reduce unemployment were examined. These included limited budgetary resources of state bodies and the potential of employees of state bodies and local self-government bodies, increased migration due to the lack of jobs in Kyrgyzstan that provide more favourable conditions. A comparative legal analysis of the experience of the USA and Japan was conducted. This allowed identifying a number of features, namely: the active development of communication between management and staff, the introduction of human resource management structures, productivity improvement, effective staff selection, management, productivity incentives and employee certification, loyalty programmes for employees etc. The practical value of the results obtained consists in providing recommendations that will allow government agencies to eliminate current problems, reduce unemployment and increase labour productivity in Kyrgyzstan
The purpose of this article is to promote knowledge and understanding about the concept and utility of Virtual Human Resource Development (VHRD) for both research and practice in Human Resource Development (HRD). This article begins with a brief history of VHRD, defines VHRD, and then presents an appendix that summarizes key insights from 36 VHRD peer-reviewed publications located across five academic journals and 52 authors associated with this line of inquiry. The article then discusses challenges and opportunities associated with VHRD as a result of this summary which may be insightful for researchers and practitioners. It concludes by considering the implications of VHRD along with offering directions for future research in the VHRD space.
This study provides a comprehensive examination of the current research landscape of People Analytics (PA) from Human Resource Development (HRD) perspectives. By leveraging the methodologies of bibliometrics and topic modeling, the paper aims to illuminate key trends and emerging themes. By conducting a comparative analysis of topics and grouped themes from topic modeling and clusters from bibliocoupling, the study reveals a convergence in research focuses. This convergence is particularly evident in areas such as workforce planning and management, data-informed decision-making, applying analytics to various HR functions, and emphasizing the ethical and societal implications of data analytics in HR. The paper also identifies gaps and future research needs for HRD research in the current PA landscape and discusses fertile grounds for future research.
Series of reports on AI misconduct from multiple renowned organizations have triggered a surge of public awareness, calling for more responsible and sustainable use of AI. Noting socially responsible AI (SRAI) as a new concept in the field of PA and HRD, we delved into the subject through an integrative literature review of 75 articles and incorporated three sustainability concepts into AI-enabled PA: corporate social responsibility (CSR), environment, social, and governance (ESG), and UN sustainable development goals (SDGs). Through a stakeholder view, we identified major SRAI stakeholders (subjects) and analyzed their essential considerations (objectives), the impediments of AI technology (causes), and the solutions (means). The analysis illuminated key requirements and considerations for enhancing AI-enabled PA to SRAI-empowered PA towards sustainability. Moreover, we proposed a holistic framework to thoroughly understand SRAI in theory and provided practical implications, recommendations, and future research directions for HRD scholars and professionals.
Economics, demographics, technology, and other factors are changing the composition and availability of jobs. Newer forms of freelance, contingent work, also known as gigs, are gradually eroding traditional jobs. A venue that affords employment opportunities for a growing number of gig workers has become known as the platform economy. Those engaged in the platform economy already represent 10.1% of the U.S. workforce. This article explores the factors that give rise to these new work structures and examines the new opportunities they offer for employment and income. The social and economic consequences of the growth of these new work structures, intended and unintended, for workers, consumers, employers, and the public are discussed. The article concludes with a synthesis model of human resource development (HRD) research and the implications of the growth of these new types of work for HRD theory and practice.
Worldwide, a growing proportion of the population has some sort of neurodiverse condition, such as autism and ADHD. However, such people have skills and perspectives that can be valuable for high-tech companies whose success depends on "out- of-the-box" thinking. We describe the experiences of two major high-tech firms (one U.S.-based and the other European) in building a neurodiverse workforce.
In an uncertain, fast changing and hyper competitive business environment, Agility, characterised by innovative and self-managing teams, learning organisation environment and customer-driven process is the key. This chapter introduces the philosophy and principles underpinning Agile way of working in software development. It specifically highlights the critical role played by HR in attracting, developing and retaining talent that befits the overarching Agile philosophy. It also identifies the implementation challenges and success factors.
Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people – we refer to this as the ‘TOP’ framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.
The authors reflect on ways increased prevalence of technology and digital natives entering the workplace influence how work is approached. They talk about competencies of the digital workforce and suggests both digital natives and digital immigrants could have the skills needed to utilize technology for manipulating data, problem solving, and new product creation. They comment on interpersonal relating and identity development in digital workforces, and the utilization of technology at work.
The HR world is abuzz with talk of big data and the transformative potential of HR analytics. This article takes issue with optimistic accounts, which hail HR analytics as a ‘must have’ capability that will ensure HR's future as a strategic management function while transforming organisational performance for the better. It argues that unless the HR profession wises up to both the potential and drawbacks of this emerging field and engages operationally and strategically to develop better methods and approaches, it is unlikely that existing practices of HR analytics will deliver transformational change. Indeed, it is possible that current trends will seal the exclusion of HR from strategic, board-level influence while doing little to benefit organisations and actively damaging the interests of employees.
As advances in communication technologies have made organizations more easily connected to their workforce outside of normal work hours, there is increased concern that employees may experience heightened work-nonwork conflict when away from the office. The current study investigates the effects of electronic communication received during nonwork time using an experience sampling methodology to examine withinperson relationships among elements of electronic communication (affective tone, time required), emotional responses (anger, happiness), and work-to-nonwork conflict in a sample of 341 working adults surveyed over a seven-day period. Hierarchical linear modeling results suggested that both affective tone and time required were associated with anger, but only affective tone was associated with happiness. Further, anger was associated with work-to-nonwork conflict and mediated the effects of affective tone and time required on work-to-nonwork conflict. Results also revealed cross-level moderating effects of abusive supervision and communication sender together, as well as segmentation preference. Implications of these findings for future theorizing and research on electronic communication during nonwork time are discussed.
As information communication technologies proliferate in the workplace, organizations face unique challenges managing how and when employees engage in work and nonwork activities. Using interview and archival data from the U.S. Navy, we explore one organization's attempts to shape individual attention in an effort to exert boundary control. We describe the organizational productivity and security problems that result from individual attention being engaged in nonwork activities while at work, and find that the organization manages these problems by monitoring employees (tracking attention), contextualizing technology use to remind people of appropriate organizational use practices (cultivating attention), and diverting, limiting, and withholding technology access (restricting attention). We bring together research on attention and control to challenge current definitions of boundary control, and we detail the understudied situational controls used by the organization to shape work-nonwork interactions in the moment. We highlight how situational control efforts must work together in order to capture attention and shape behavior, and we develop a model to explicate this ongoing process of boundary control. Our findings offer insight into the evolving challenges that organizations face in executing boundary control, as well as of organizational control more broadly, in the modern workplace.
Scholarly interest in leveraging resource-based theory to explore the unit-level human capital resource (HCR) is undergoing a paradigmatic shift in the strategy and strategic human resource management (HRM) literatures. As they undertake this next generation of research, scholars will be informed by a rigorous examination of prior unit-level HCR research. To this end, we present a systematic and multidisciplinary review of scholarship that invokes resource-based theorizing in examining the unit's HCR. We reviewed 156 articles published in the strategy and strategic HRM literatures that conceptualize HC as a unit-level resource. This review suggests that a multidimensional typology of the unit-level HCR has emerged. In particular, research has examined the HCR's type, context, and antecedents. We build on our review of this multidimensional typology to propose a multilevel conceptual integration of current and future unit-level HCR research in the strategy and strategic HRM domains. Current scholarly work in these two areas suggests that these two literatures are converging, and the multidimensional HCR typology suggested by our review informs this convergence. We conclude with a discussion of future research domains that will advance the multilevel theoretical integration we propose.
In recent years, information technology has had a profound effect on human resources (HR) processes and practices. However, relatively little research has examined its effectiveness, and most of the existing studies have not assessed the degree to which these new systems enable organizations to reach their HR goals of attracting, motivating and retaining employees. One reason for this is that there are a number of limitations associated with current systems including the fact that they: (a) use one way communication systems, (b) are impersonal and passive, (c) do not always allow for interpersonal interaction, and (d) often create an artificial distance between individuals and organizations. Thus, the primary purposes of the present article are to review the current effects of technology on HR processes, consider the existing literature on the topic, and discuss the advantages and potential limitations of using these systems. In addition, we offer directions for future research and practice on using technology to facilitate HR processes.
With the increasing emphasis on evidence-based management, the human resources
(HR) function has enthusiastically embraced technology with a view to provide more
efficient and effective delivery of HR services. Underpinned by new technologies, such as
cloud computing and analytics, the e-HRM applications are becoming ever more popular;
however, the intangible nature of people management, social processes and actors and
holistic nature of technology project management highlight the limitations of technology in
HR services delivery. This paper critically examines the role of technology in strategic HRM
with specific reference to HR metrics and the learning and development function.
Majority of firms deploy technologies in HR administrative applications. While payroll processing is a routine transactional activity, poor design and implementation of payroll system can cause immense harm to employee and organizational well-being. Based on the case study of a flawed payroll system in a large and complex public sector organization in Australia, we highlight the key success factors using the system life cycle approach underpinned by the agile philosophy. It highlights the critical importance of strategic organizational review, user involvement and ongoing communication with diverse stakeholders during the planning, analysis, design, implementation and review stages of a payroll project. It reinforces the need for the adoption of and adherence to sound project and change management methodologies. We also explore the limitations of shared service center approach.
Since the 1991 publication of the first Journal of Management special issue devoted to resource-based inquiry, resource-based theory (RBT) has evolved from a nascent, upstart perspective to one of the most prominent and powerful theories for understanding organizations. Indeed, 20 years after that landmark issue, RBT appears to have reached maturity as a theory. One implication of this maturity is that RBT lies at a critical juncture, one that will be followed either by revitalization of the theory or by its decline. In this introductory article, the authors provide a brief overview of the contributions provided by the commentaries and articles contained in this third Journal of Management special issue on RBT. These contributions center on five themes: interlinkages with other perspectives, processes of resource acquisition and development, the micro-foundations of RBT, RBT and sustainability, and method and measurement issues. Their view is that the commentaries and articles collectively offer a foundation for extending RBT in meaningful new directions and steering clear of decline. They also offer their thoughts about some key opportunities within each of the themes for further revitalizing research involving the RBT.
This paper examines the development of global skill webs in transnational companies (TNCs). Based on research in seven countries, it argues that skill webs are becoming more strategic in character as companies seek competitive advantage by relocating high-skilled work to low-cost locations. The paper explores the implications of these findings for both the ‘conventional’ approach to international human resource management and that influenced by the ‘varieties of capitalism’ School.
Knowledge development and utilization can be facilitated by human resource practices. At the organizational level, the competitive advantage depends upon the firm utilization of existing knowledge and its ability to generate new knowledge more efficiently. At the individual level, increased delegation of responsibility and freedom of creativity may better allow the discovery and utilization of local and dispersed knowledge in the organization. This paper aims at introducing an innovative organizational model to support enterprises, international companies, and governments, in developing their human resource, through the virtual human resource, as a tool for knowledge capturing and sharing inside the organization. The VHRD organizational model allows different actors (top Management, employees, and external experts) to interact and participate in the learning process, by providing non-threatening self-evaluation and individualized feedback. In this way, the model, which is based on possible patterns and rules from existing learning systems, Web 2.0 and a homogeneous set of integrated systems and technologies, can be of support to the enterprise human resource department. In addition to this, the paper presents an evaluation method to assess the knowledge management results inside the organisation, by connecting the financial impacts with the strategy map.
The paper presents the recent development and application of image analysis and computer vision systems in sorting and grading of products in the field of agricultural and food. Basic concepts and technologies associated with computer vision, a tool used in image analysis and automated sorting and grading is highlighted.For the ever-increasing population, losses in handling and processing and the increased expectation of food products of high quality and safety standards, there is need for the growth of accurate, fast and objective quality determination of the characteristics of food and agricultural food products. Computer vision and image analysis, are non-destructive and cost-effective technique for sorting and grading of agricultural and food products during handling processes and commercial purposes. Different approaches based on image analysis and processing identified is related to variety of applications in agricultural and food products.
The COVID-19 pandemic has disrupted life as we knew it and created an unprecedented opportunity to pause and assess ‘normal’ life and work. We have an opportunity to create a new ‘normal.’ What possibility does the chance to show up differently in our lives and work hold? The pandemic has caused significant shifts in values that will affect individuals, organizations, communities, and nations. This article challenges HRD scholars and practitioners to imagine how HRD might create a new normal through bold, critical research inquiry that interrogates exclusion, pursues organization and social justice, and creates humanly sustainable organizations and communities.
Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.
Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be built, and thus to contribute to organizational resilience as well. Within today's business uncertainty and complexity, HRD resilience comes in line with the developmental strategies of organizations. Therefore, the purpose of this perspective article is to set the foundations of the term (HRD resilience) in order to initiate a dialogue around its ability to make a substantial contribution to organizational practice, and thus to be seen as a new 'success element' of organizational resilience. ARTICLE HISTORY
Organizational leaders know that digital transformation and workforce transformation are intertwined, yet research provides little insights to guide these interlinked efforts. From our study of a large Australian healthcare service, we have identified three workforce transformation practices-flexing, deepening and revitalizing-that facilitated an interlinked digital/workforce transformation and helped overcome the significant challenges involved. The lessons from this case study are relevant for the leaders of many large organizations contemplating digital transformation.
Employing virtual (i.e., remote) workers can provide significant benefits, but many companies that have tried to transition to a virtual workforce have failed because they do not understand the social and knowledge networks of remote workers. Based on the experiences of two virtual working pioneers, we have developed the Virtual Work Stage Model as a guide for companies seeking to transition to a virtual workforce. Having described the model, we provide recommendations that will help managers successfully make this transition.
Fast changing technologies and increased sophistication in cyber-attacks have heightened the information security and privacy risks for all contemporary organizations. Research shows that security breaches are mainly internal and caused by ignorant and disgruntled employees. Since Human Resource manages employees from recruitment to separation and handles most sensitive personal data of employees in the organization, it plays a critical role in protecting information security and privacy. This chapter provides an overview of the basics of information security and privacy concepts and frameworks. It highlights the major roles Human Resource functionaries can play in designing, applying and monitoring appropriate controls throughout the employment cycle i.e. before, during and after employment to protect information security and privacy.
A growing segment of the gig economy is what we IT term IT crowdsourcing (ITCS), where clients post IT development projects (typically of about two weeks duration) on an ITCS platform for digital crowdworkers to bid on. We describe how these platforms
work and the profiles of some typical digital crowdworkers. We also provide guidelines for IT leaders who want to benefit from this “hidden” source of skilled digital workers.
Organisations spend enormous amount of money, time and efforts to leverage technology to deliver faster, cheaper and better HR services; however, majority of IT projects fail to finish on time, within budget and satisfy users. This is primarily due to lack of systems perspective and soft skills. This chapter highlights the critical importance of systems thinking approach, systems development life cycle and quality management framework underpinned by people capability maturity model. The accompanying case study provides further evidence of how non-technical factors contribute to project success
This paper examines the phenomenon of career transitions in terms of learning using an autoethnographic story of our own career moves. In the contemporary world of globalized flexible employment, inter-organizational career moves are increasingly prevalent and the learning associated with such transitions needs to be better understood within human resource development (HRD). We show that the learning required in career transitions extends beyond the acquisition of new knowledge and the development of new skills to the appropriation of new identities. We overview identity theorizing and, adopting a social constructionist perspective, explain the concept of identity work to understand the nature of identity learning in career transitions. We then reflexively examine our autoethnographic methodology, proceed to tell the story of our career transitions, and then interpret this story in terms of identity learning. Conclusions are drawn showing how the learning associated with career transitions involves conscious and unconscious identity work to release an established way of being, cultivate a new and desired way of being, and to cope with the existential anxieties associated with transition. Significant implications for international HRD scholarship, policy, and practice are proposed.
Success in the digital era at established companies depends on transforming how work is done to create digital workplaces and improve employee experience. This entails addressing two dimensions-responsive leadership and employee connectedness-with three design levers for each dimension. Based on the transformational journeys of three established companies, we show how digital workplaces drive success and how IT leaders play a critical role in the transformation. We provide recommendations for CIOs about to embark on workplace transformation journeys.
HR's past is relatively long and humble. The present is both positive and challenging, and the future of HR presents the profession with opportunities and even more thought-provoking challenges. This article will briefly discuss where the profession has come from and where it is today, and focus primarily on the opportunities and choices available to those individuals who deeply care about the profession and those who may take more notice of the profession in the future. Among the opportunities are HR standards, HR competencies, consistent HR curriculum, HR professional development and HR research. This article is intended as a practical, not theoretical, discussion that will offer a set of recommendations for students, academicians, practitioners, and HR professional associations.
This editorial describes the fields of human resource management (HRM) and human resource development (HRD), including brief histories of both areas. Distinctions between the fields are made, as well as overlap between them. Ideas are presented concerning ways that manuscripts submitted to this journal can be best positioned for successful outcomes. A framework from Mankin (2001) is used to depict overlap between organizational strategy and structure, organizational culture, HRM, and HRD. As these topics converge in greater alignment, the need for and centrality of strong HRD principles and practices should increase.
One stated purpose of electronic human resource management (e-HRM) is to make the HRM function more strategic. The goal of this paper is to examine the research on e-HRM to provide evidence-based guidance to researchers and practitioners on the relationship between e-HRM and strategic HRM. We review 40 studies published from 1999 to 2011 using integrative synthesis as our evidence-based methodology. Results reveal that theoretical and empirical research in this area is still at an early stage. We find no empirical evidence showing that e-HRM predicts strategic outcomes. There is evidence suggesting that strategic HRM predicts e-HRM outcomes and that the relationship appears context dependent, however, research designs are not sufficient to establish causal direction. Our review highlights the need for more empirical studies on e-HRM and strategic HRM outcomes at a macro level.
Technology is permeating our personal and professional lives and is having an enormous impact on the field of human resource development (HRD). Given the growing interest that scholars have had for integrating technology into HRD practice and research, Virtual HRD (VHRD) has emerged as a new area of inquiry in the field of HRD. This article begins by defining and exploring the emergence of the construct of VHRD. It reviews the evolution of technology from the inception of the Academy of Human Resource Development and integrates selected literature that supports the emergence of VHRD in the field of HRD to include sophisticated, immersive environments appropriate for HRD practice. This article then introduces the contents of this special issue and articulates the four-part format that will be used to do so. Lastly, a summary is provided that serves as a call to action for HRD scholars and practitioners to more thoughtfully consider the impact of VHRD on the future of the HRD field, to disseminate the accumulated research that has been done thus far, as well as to promote awareness of VHRD as a compelling HRD construct before other fields lay claim to this territory and obfuscate the contributions that have already been made toward understanding, defining, and researching this emergent construct.
Virtual human resource development (VHRD) is beginning to be viewed in other fields as the next generation of knowledge management. This article synthesizes the discussions of the contributing authors for this issue of Advances, describes future trends, and serves as a call to the field of HRD to develop and study VHRD. VHRD symbolizes a paradigm shift that will grow in a chaotic fashion at first as it integrates with present practices and systems, but it will become increasingly central to organizational life because of its ability to foster creativity and maximize knowledge flow. This article presents a heuristic for transferring learning that occurs in virtual environments outside organizational boundaries to professional work and organizational processes. Future directions for research and practice in VHRD include new roles for HRD professionals, particularly that of architects of virtual learning environments, the need to build theory for VHRD and to study the impact of new technologies.
The problem and the solution. Virtual human resource development (VHRD) is just beginning to be defined in the field of human resource development. This article explores how knowledge management, organizational culture, and intranets combine to create VHRD, with implications for training, career, and organizational development. A conclusion is that VHRD is not a panacea but must be designed with care and purpose.
The problem and the solution. The advancement of technology in the global workplace is having a profound impact on the roles of human resource development (HRD) professionals. In the past, technology in HRD was primarily educational media used to support training. Current forms of sophisticated technology, coupled with the expanded role of HRD in the global organization, are now used by HRD professionals to support learning at work,enhance job performance,and facilitate organizational development and change. This chapter presents a conceptual framework for thinking about the role of technology in the digital workplace and highlights the challenges faced by HRD professionals in promoting individual and organizational learning and performance improvement.
8 Examples of Internal-caused Data Breaches
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Digital Transformation Is Not about Technology
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Shifting Gears: How to Combine Technology and Talent to Shape the Future of Work
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