Compliance Analysis of the Methodology for Digital Transformation of the HR System in the Hospitality Industry: Challenges and Tendencies

Introduction: A number of initiatives are currently being actively developed to create the necessary conditions for the development of the digital economy. The purpose of this article is to determine the effectiveness of management in improving human capital competence through the development of sustainable digital skills.Methods: The study used a combination of theoretical and empirical methods, including analysis, synthesis, generalization, and theoretical modeling.Results: The study considers the role of management in the context of digital transformation of the economy, and highlights the development of personnel in the direction of digital inclusion. It is established that the manager of the digital era should integrate tools for process automation, form a personnel reserve and effectively regulate processes in human resource management. The main advantages of implementing digital solutions are determined, including an increase in the level of staff competence and the development of inclusiveness. The essential foundations of modern digital economic development are highlighted. It is established that the active use of the digital environment allows to form individual trajectories of strategic development of companies and ensure sustainable competitiveness in market conditions. The main challenges of the studied process are identified, including insufficient digital competence of managers, uneven resource provision and lack of institutional support. The importance of digital literacy and competencies for economic growth and competitiveness of companies is substantiated. It is proved that employees with digital skills are positioned not only as effective performers, but also as catalysts for the innovative development of companies.Conclusions: The study summarizes that the strategic role of the manager in the development of human capital is becoming crucial, as it determines the success of employees in attracting digital resources to achieve the company's key business goals.

Digital transformation has impacted all areas of life, including human resources management. Studying digital maturity is relevant because it can help organizations adapt to change and improve human resources strategies for successful transformation. This study explored the relationship between digital maturity, transformation, and human resources management and how organizations can use digital technologies to increase maturity and opportunities and cope with obstacles. Complex analysis, synthesis, induction, deduction, and analogy methods were used as methodical tools to analyse literary sources, information, and communication technologies. The importance of digital maturity for human resources management practices and processes and the digital transformation process in management functions was explored. The drivers, challenges, and outcomes associated with digital transformation initiatives were identified, and the impact of digital maturity and transformation on stability was analysed. The study also examined the possible trade-offs between maintaining stability and promoting development through digital technologies. The importance of continuous learning, training, and skill development in human resources management was assessed to achieve and maintain digital maturity. A conceptual framework focused on the relationship between sustainability and development in the context of digital maturity and transformation in human resources management, providing a comprehensive understanding of these dynamics. The research can help manage digital transformation effectively, provide helpful information for academic and practical human resources management applications, and bring a new perspective to the balance between sustainability and development

ABSTRACTThis study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

ABSTRACTThis study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

PurposeThis study aims to explore the relationship between digital transformation and talent management during the current industrial revolution (Industry 4.0). Talent management is a critical strategic focus for human resource (HR) managers, evolving with changing approaches over time. The paper seeks to guide talent management in Industry 4.0 by advocating a collaborative approach between employees and HR managers amidst technological transformations.Design/methodology/approachA systematic method of finding the literature using the PRISMA framework, through databases like Scopus, EBSCO, Emerald Insights and Science Direct was applied. A total of 629 papers were initially identified, which were filtered down to 42 papers for the review, leading to identification of research gaps, formulation of different research questions and proposal of a conceptual framework.FindingsThe literature highlights varied HR practices in Industry 4.0 and the corresponding transformation initiatives. It underscores that Industry 4.0 technologies empower employees to leverage creative, digital and interpersonal skills, fostering continuous learning. HR managers, through coaching and a commitment to sustainable practices, further motivate employees to acquire new skills. This collaborative effort propels the digital transformation of talent management, significantly impacting the overall talent pool.Research limitations/implicationsAlthough the literature review was conducted using prominent databases, some papers in regional languages were excluded, along with few articles whose full texts were not available, which may be a limitation of this paper.Originality/valueThis research represents a pioneering exploration of the interdisciplinary intersections between talent management and technological transformations. Initially, it surveys digital transformation practices, followed by a systematic review presenting various authors’ perspectives on talent management in Industry 4.0. The paper concludes by identifying research gaps and articulating key variables shaped by the intentions of HR managers and employees, thus, driving the transformation of talent.

Subject of study. The study focuses on the features of forming and implementing a biocentric approach to human resource management in the process of digital transformation of organizations within the framework of the Industry 5.0 concept. The aim of the study is to analyze the specifics of digital transformation in human resource management in the context of Industry 5.0, with an emphasis on the biocentric approach, and to formulate practical recommendations for its implementation in Ukrainian companies, taking into account current technological and sociocultural challenges. Research Methods. The study employs a combination of methods, including: theoretical generalization — to systematize approaches to biocentric human resource management; comparative analysis — to compare HR strategies of leading companies with biocentric concepts; structural-functional analysis — to develop practical recommendations for implementing biocentric strategies; and an empirical method — in the form of an online survey conducted among representatives of small and medium-sized businesses in Ukraine. Results of work. The conducted research, based on empirical data and comparative analysis, allows for a number of generalizations regarding the current state and prospects of digital transformation in human resource management within the framework of Industry 5.0, with a focus on the biocentric approach.The results of the survey among Ukrainian HR managers and leaders of small and medium-sized enterprises indicate that biocentric principles are still in the early stages of adoption. Only 18% of respondents are familiar with the relevant terminology, and just 6% have implemented certain elements in practice. Meanwhile, 40% are partially aware of the concept, and 36% have not considered its implementation at all. This highlights both the potential for development and significant gaps in awareness and practical application. In contrast, the experience of the German company Heraeus Group demonstrates a mature and systematically implemented biocentric HR strategy: over 70% of respondents actively use related practices, 52% have integrated them into corporate culture, and 22% have participated in internal training programs. These results confirm the viability and effectiveness of the biocentric model in the context of Industry 5.0. Unlike traditional techno-centric models, the biocentric approach places the human being at the center of organizational processes. It addresses employees’ physiological, psychological, and spiritual needs, supports digital well-being, facilitates the personalization of HR processes through neural network technologies, and fosters organic organizational ecosystems based on biomimicry. However, Ukrainian companies face multiple challenges on the path toward such transformation, including technological gaps, cognitive-cultural barriers, regulatory uncertainty, and economic constraints. Therefore, the development of an adaptive implementation strategy is essential—one that includes phased learning, hybrid management models, localization of global best practices, and the integration of humanistic values into digital transformation. The results obtained hold both theoretical and practical significance and can serve as a foundation for further research and for rethinking HR practices in accordance with the principles of Industry 5.0.

Purpose This study presents a comprehensive bibliometric analysis of research trends at the intersection of Industry 4.0, circular economy, and human resource management (HRM). Design/methodology/approach This study analyzes 693 documents from 2019 to 2024 using a bibliometric approach, including performance, citation, keyword co-occurrence, thematic mapping and trend topic analysis, highlighting a sharp rise in research driven by digital transformation and sustainability. Findings We demonstrate that Industry 4.0 and circular economy practices are well-established, while HRM's role in supporting them is emerging. The role of HRM practices like digital skills, green HRM, and leadership in enabling sustainability is underexplored. The analysis highlights gaps in workforce development for digital and sustainable transformations and the importance of global collaboration. Practical implications Theoretically, the study integrates HRM into Industry 4.0 and Circular Economy frameworks; practically, it guides organizations, policymakers and educators in developing workforce competencies, green HRM practices and leadership skills for sustainable digital transformation. Originality/value This is the first comprehensive bibliometric analysis integrating Industry 4.0, Circular Economy and HRM. Unlike earlier work focused on technology or operations, it highlights HRM's emerging role in digital and sustainable transformation. The study offers an integrated roadmap for future interdisciplinary research connecting technology, sustainability and human capital development.

Human Resource Management for the Hospitality and Tourism Industries takes an integrated look at HRM policies and practices in the tourism and hospitality industries. Utilising existing human resource management (HRM) theory and practice, it contextualises it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry.It initially sets the scene with a broad review of the evidence of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more explicitly on a variety of HR policies and practices such as:• recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising• legislation and equal opportunities: illegal discrimination and managing diversity • staff health and welfare: violence in the workplace, working time directives, smoking and alcohol and drug misuse• remuneration strategies in the industry: the ‘cafeteria award’ approach, minimum wage and tippingHuman Resource Management for the Hospitality and Tourism Industries is illustrated throughout with both examples of best practice for prescriptive teaching and discussion, and international case studies to exercise problem solving techniques and contextualise learning. It incorporates a user friendly layout and includes pedagogic features such as: chapter outlines and objectives, HRM in practice – boxed examples, reflective review questions, web links’ discussion questions and further reading.Accompanying the text are online supplementary lecturer materials including downloadable figures from the book, PowerPoint slides, further cases and extra exercises and points for discussion.

Digitalización y transformación digital en la industria turística: una revisión bibliométrica y una agenda de investigaciónPropósitoEn las últimas décadas, se ha realizado un número significativo de contribuciones de investigación a la intersección de las tecnologías digitales y la industria del turismo. Sin embargo, no se ha prestado suficiente atención a un examen exhaustivo de la digitalización y la transformación digital en la industria del turismo. Este estudio tiene como objetivo proporcionar una revisión bibliométrica de la investigación sobre digitalización y transformación digital en la industria del turismo y diseñar futuras agendas de investigación para avanzar en el campo de la investigación.Diseño/Metodología/EnfoqueEste estudio utiliza el protocolo de Procedimientos y fundamentos científicos para revisiones sistemáticas de la literatura (SPAR-4-SLR) y un análisis bibliométrico para examinar el progreso de la investigación y mapear científicamente el dominio de investigación de la digitalización y la transformación digital en la industria del turismo. de 2002 a 2023 utilizando datos bibliográficos recuperados de Scopus y Web of Science (WOS).HallazgosEste estudio presenta las tendencias en publicaciones y citas dentro del dominio de investigación sobre digitalización y transformación digital en turismo. Los hallazgos también brindan información sobre los cuatro grupos principales del campo de investigación: innovación digital, ecosistema de turismo inteligente, turismo electrónico y experiencia de destino inteligente. Para aumentar aún más la aplicación de la transformación digital, este estudio ofrece varias recomendaciones para futuras investigaciones sobre la digitalización y la transformación digital de la industria turística.OriginalidadEste estudio avanza en el campo de investigación de la digitalización y la transformación digital en la industria del turismo al examinar en profundidad los principales grupos de investigación en el corpus de investigación de las últimas dos décadas. Además, orienta la investigación futura, sentando así las bases para mayores avances en este ámbito.ImplicaciónEste estudio proporciona implicaciones valiosas para los investigadores, administradores y formuladores de políticas que buscan comprender el estado actual y las direcciones futuras de la investigación en el campo de la digitalización y la transformación digital del turismo.

Digital transformation and artificial intelligence (AI) technologies have become some of the fastest-growing and most widespread concepts around the world today, especially in light of the rapid developments in the field of information and communication technology, which has become an active and influential part of the tourism and hospitality industry through the reliance on electronic platforms and virtual tourism. Therefore, the study aimed to identify the impact of AI technologies on human resource management in tourism companies. To achieve the research objectives, the researchers used the descriptive analytical approach, and the study sample was selected from human resource managers in tourism companies in Assiut Governorate. The sample size was 255 employees who were selected using a random sampling method. The data was analyzed using the SPSS statistical program to test the study hypotheses. The most important finding of the study was the existence of a statistically significant relationship between the application of AI technologies and their positive role in human resource management. The study also presented several recommendations, including the dissemination of technology culture, especially digital transformation and AI technologies, to maximize the benefits of these applications, especially in the tourism and hospitality sectors. Keywords: Digital transformation, artificial intelligence, tourism companies, human resource management, virtual tourism, virtual reality.

The article is devoted to an overview of current trends in the development of digital technologies in the state’s economic energy sector and an analysis of their impact on the hospitality industry. In the course of the study, criteria of practical importance were determined for the hospitality industry business structures. The same is done with the digital transformation of the energy sector economy. Methods. A study of the digital energy development features and their impact on the structure of enterprise expenses in the hospitality industry was carried out. An analysis of the energy complex activities was done within the framework of the Russian economy digital transformation concept, and an assessment of the hospitality industry risks was given, within the framework of the chosen research area. Results. A model was developed for assessing the impact of the digital transformation of the energy sector economy on the hospitality industry. The points of the interconnection of domestic power grid companies with enterprises in the hospitality industry are highlighted. The key tools for supporting enterprises in the hospitality industry are clustered, depending on their degree of influence by the digital transformation tools of the economy of the country’s energy sector. Conclusions. It is possible to take advantage of promising technological trends in the energy sector. The country’s economy can allocate effort to the transition of the hospitality industry business structures. It would transition the digitization of individual tasks to the digital transformation of the whole industry. Based on the analysis of the digital transformation impact of the energy sector economy on the hospitality industry development, recommendations were specified on the establishment of a policy of soft influence of digital energy on the development of the hospitality industry.

Hospitality and tourism industry amid COVID-19 pandemic: Perspectives on challenges and learnings from India.

specifically the goals that need to be achieved in order to improve the role of the human resource management function from being administrative to operational and from operational to the strategic one, which is the basis for gaining a competitive advantage and sustainability. Given that the research studies have shown that there are numerous differences that determine the role which the human resource management function assumes in an organization and thus also of the corresponding processes, the authors wanted to examine some of these specifics in the organizations in the Republic of Nigeria. The paper is structured in five parts. The first one deals with defining and analyzing the three basic roles that human resource management can play in an organization with an emphasis on the strategic role that, according to researches, affects the achieving of a competitive advantage and sustainability. In the second part of the paper, the authors introduce readers to the role and practices of human resource management in organizations in Nigeria. The third and fourth parts of the paper deal with research conducted in 86. organizations in Nigeria with the aim of determining the role of human resource management as well as defining the characteristics for each of the defined roles. The fifth part of the paper refers to the discussion about the results and the concluding considerations of the author.

The article discusses the role of management in the context of the digital transformation of the economy and highlights the obstacles hindering the implementation of HR Tech technologies. The advantages of automating learning processes are demonstrated, and the role of the personnel development manager in this context is examined. It is important to note that modern technologies play a vital role in effectively managing human resources, and their use is becoming an integral part of a successful business. The role of the Training and Development (T&D) manager, responsible for continuous employee training and developing their professional skills and knowledge, is described. This, in turn, contributes to the organisation’s achievement of set goals and more effective utilisation of employee potential. The manager of the digital era plans training manages the budget, selects suitable courses and programmes, evaluates employee professional development, develops tools for automating training, builds a talent pool, and regulates processes in human capital resource management. In modern society, digital literacy and competencies are gaining dominant importance, significantly impacting economic growth, professional activity, and the competitiveness of companies. The digitalisation of business processes and entire industries in the coming decades will lead to the partial replacement of human labour by machines and the release of a significant portion of the workforce, creating new challenges for businesses and countries. Employees with digital skills become efficient performers and catalysts for internal development and innovation. Two predicted scenarios of the digital future of the labour market are described. Excerpts from recent reports by reputable international economic organisations and well-known consulting agencies are provided. In this regard, the strategic role of the manager becomes crucial, as employees’ success in using digital resources to achieve the company’s business goals depends on the manager’s learning strategy.

Introduction: In modern society, digital literacy and competencies are gaining dominant importance, significantly impacting economic growth, professional activity, and the competitiveness of companies. The article discusses the role of management in the context of the digital transformation of the economy and highlights the obstacles hindering the implementation of HR Tech technologies. Objectives: The study aims to identify marketing and management development specifics in the digital economy. Methods: A combination of theoretical and empirical methods was used to solve the tasks set, including analysis, synthesis, theoretical modelling, and generalisation of materials presented in scientific literature and specialised databases on the researched problem. Results: The advantages of automating learning processes are demonstrated, and the role of the personnel development manager in this context is examined. The role of the Training and Development (T&D) manager, responsible for continuous employee training and developing their professional skills and knowledge, is described. This, in turn, contributes to the organisation’s achievement of set goals and more effective utilisation of employee potential. The manager of the digital era plans training manages the budget, selects suitable courses and programmes, evaluates employee professional development, develops tools for automating training, builds a talent pool, and regulates processes in human capital resource management. Conclusions: Thus, it is important to note that modern technologies play a vital role in effectively managing human resources, and their use is becoming an integral part of a successful business. In modern society, digital literacy and competencies are gaining dominant importance, significantly impacting economic growth, professional activity, and the competitiveness of companies.