Abstract
Purpose: The aim of this paper is to present a study of available literature on the digitization of HR, the current scenarios, limitations and to provide a path for future research for this field of study. Design/Methodology/Approach: Research papers were collected on Digitization of HR from various journals available at different online databases. Papers were classified in different categories and tabulated under various classes. A total of 50 research paper sources were studied and assessed in terms of nature of research, level of analysis and application. Findings: As organizations continue to search for ways to be more responsive, flexible, strategic and efficient, HR managers are being forced to explore more innovative methods of performing their HR activities to support these strategic initiatives. An architectural framework can be used to understand and map the underlying structure of virtual HR. Research Limitations/Implications: The findings of this paper can be generalized only to the specific population of online databases selected for this research for a given period of time and not for the entire universe of the digitization literature. There may be various unexploited areas for future research in terms of different variables.
Highlights
The world has undergone far reaching cultural, societal and economical changes based on the increasing dominance of digital technologies
In line with these changes, digital technologies play an increasingly prominent role in both the lives of employees and Human Resource Management (HRM), which seems to be affected in multiple ways. (Strohmeier Dr Emma Parry and Professor Stefan, 2014) Human Resources (HR) departments have typically managed people while remaining separate from other parts of an organization
The main objective of this paper is to address the extensiveness of the research done in the field of Digitization in HRM
Summary
The world has undergone far reaching cultural, societal and economical changes based on the increasing dominance of digital technologies These changes have led to the current period being characterized as the “digital age”. In line with these changes, digital technologies play an increasingly prominent role in both the lives of employees and Human Resource Management (HRM), which seems to be affected in multiple ways. (Strohmeier Dr Emma Parry and Professor Stefan, 2014) Human Resources (HR) departments have typically managed people while remaining separate from other parts of an organization This is rapidly changing thanks to advances in digital technology, Software as a Service (SaaS) based applications for Human Capital Management (HCM). It is obvious that HRM should react to such changes and align its strategies and activities to this new labour market cohort and search for adequate ways to recruit, develop, compensate, etc. such “digital employees” and to integrate them with previous generations of employees
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