Exploring essential features for developing a human resource management mobile application: Insights from the middle east

Objective: This study aims to test the interactive role of human capital in the relationship between digital human resource management and organizational ambidexterity in Iraqi telecommunications companies. Theoretical Framework: In this topic, the main concepts and theories that underlie the research are presented. [Digital human resources management, human capital, organizational ambidexterity] stand out, providing a solid basis for understanding the context of the investigation. Method: An exploratory analytical approach was used, as the study was based on a stratified random sample of workers from Iraqi telecommunications companies. (350) questionnaires were distributed, and the number of questionnaires retrieved was (20), while those suitable for statistical analysis totaled (330) questionnaires, with a response rate of (90%). advanced statistical program (AMOS. V.26) and statistical program (SPSS.V.26). Results and Discussion: The results of the study revealed that there is a direct positive influence relationship between (human resource management (digital organizational ambidexterity). The results also showed that there is an interactive role for the variable (human capital) between digital and organizational human resource management ambidexterity). Based on these results, a set of conclusions was formulated and recommendations reached in the study. Research Implications: The practical and theoretical implications of this research are discussed, providing insight into how the findings can apply or influence practices in the field of HR management and organizational digital ambidexterity. These effects may include companies affiliated with the Ministry of Industry and Minerals and the services they provide. Originality/Value: The importance of this study arose from the scarcity of studies that attempted to identify and understand the nature of the relationship between the variables (digital human resources management, human capital, organizational ambidexterity), as well as the present study's attempt to address a realistic problem issue that affects directly the performance of workers in Iraqi telecommunications companies.

The concept of digital human resource management and related concepts such as the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management are gaining prominence in scholarly discussion. Frequently, however, the use of these concepts is implicit, heterogeneous, and proliferating. These concepts, thus, lack the “conceptual clarity” necessary in research. Therefore, this article aims at a conceptual clarification of digital human resource management and of related concepts of the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management. To do so, the article references general literature on digital organizations to develop a terminology and typology of digital human resource management. The terminology offers precise and parsimonious definitions of the concepts and relationships between them, offering a basic understanding. The typology offers precise and parsimonious ideal-types, which order and classify phenomena related to digital human resource management, in turn expanding knowledge about these phenomena. Together, the terminology and typology clarify the concept of digital human resource management and related concepts, uncover digital human resource management as an evolutionary advancement of previous conceptualizations of technology-based human resource management, and provide a conceptual basis for future work on digital human resource management.

The paper examines the correlation between artificial intelligence (AI) and digital human resource management (HRM), their impact on sustainable development. It explores the growing importance of sustainable HRM and its integration within business processes. The study investigates how AI and digital HRM contribute to sustainable HRM practices and analyses influencing factors. It has been proven that many companies are wary of AI and digital HRM impact on sustainable HRM, facing integration challenges. The conclusions reveal that AI and digital HRM help addressing social issues spreading in today’s world. Large corporations strive to implement them to achieve sustainable development goals. Strategic HRM focuses on strategy and human resources, while sustainable HRM emphasizes the connection between sustainability and HRM practices. To gain a deeper understanding of digital HRM, a survey on “People’s vulnerability to human trafficking and exploitation in the context of war” was conducted. The findings show AI’s potential to influence societal behaviour, highlighting its importance in shaping sustainable HRM. The practical implications of this research can aid enterprises in stabilizing their resource consumption. Economic growth, social inclusion, and environmental protection are essential interconnected elements for achieving sustainable development and ensuring the wellbeing of individuals and society.

The concept of digital human resource management and related concepts such as the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management are gaining prominence in scholarly discussion. Frequently, however, the use of these concepts is implicit, heterogeneous, and proliferating. These concepts, thus, lack the “conceptual clarity” necessary in research. Therefore, this article aims at a conceptual clarification of digital human resource management and of related concepts of the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management. To do so, the article references general literature on digital organizations to develop a terminology and typology of digital human resource management. The terminology offers precise and parsimonious definitions of the concepts and relationships between them, offering a basic understanding. The typology offers precise and parsimonious ideal-types, which order and classify phenomena related to digital human resource management, in turn expanding knowledge about these phenomena. Together, the terminology and typology clarify the concept of digital human resource management and related concepts, uncover digital human resource management as an evolutionary advancement of previous conceptualizations of technology-based human resource management, and provide a conceptual basis for future work on digital human resource management.

Strategic human resource management orientation (SHRM), as the company’s philosophy of aligning human resource management (HRM) policies and practices with an organizational strategy for maximizing organizational results, is considered the highest level of the company’s HRM development according to the contemporary HRM theory. At the same time, one of the trends in HRM is the digitalization of HRM activities, following the global trend of adoption of digital tools for increasing individual and organizational efficiency and effectiveness, leading to the age of HRM 4.0. However, it is interesting to reveal whether is there a relationship between HRM digitalization and SHRM orientation. Consequently, we developed two research questions: (1) Are digital HRM practices positively related to the SHRM orientation? and (2) Are some digital HRM practices more relevant for the SHRM orientation than others? For providing empirically based answers to research questions, we utilized the CRANET 2021 dataset, covering 4495 organizations with more than 200 employees from 38 countries worldwide. We used nine indicators revealing the existence of digital HRM (manager self-service, employee self-service, HRIS, algorithm-based HRM, HR analytics, telework, digital learning, social media recruitment, social media selection) and five indicators for determining the SHRM orientation (HR manager’s membership in the management board or equivalent; involvement of HR manager in the development of business strategy; existence of written HRM strategy; HR to employee ratio, the level of HR department performance evaluation) from the CRANET database. SHRM orientation was determined using K-Means cluster analysis, and relationships between variables were analysed using correlation and multiple logistic regression analysis. The correlation analysis revealed that all indicators of digitalization of HRM processes have a positive and a significant relationship with SHRM orientation, implying that digital HRM practices are relevant for the SHRM orientation. The results of logistic regression indicated that the usage of manager self-service, algorithm-based HRM, HR analytics, telework, digital learning and social media selection increase the probability of organizations’ SHRM orientation more than other explored indicators. The HR analytics, digital learning and social media selection were identified as the most relevant digital HRM practices for an organization’s SHRM orientation. Findings imply that HRM needs to pursue the global trend of digitalization to have the strategic leverage. To be on the optimal level of HRM development, organizations must not only employ their digital HRM assets to assure the maximum functionality for their internal customers, but keep the pace with technological advancements.

Electronic Human Resources Management (e-HRM) activities should be continued with more technological and innovative methods. The aim of this research is to examine in detail the current studies on e-HRM based activities and to determine the orientation of the concepts. As a result of keywords analysis, it is seen that big data, artificial intelligence, cloud computing, Internet of Things have come to the fore. In the last ten years, 3888 publications related to e-HRM have been retrieved from the web of science database, and 56 newest articles on Human Resource Management (HRM) application, practice, strategy and execution, which contain search phrases. It is seen that the subject of e-HRM is the starting point in determining the research terms and the main starting point of the articles that guide the study, and the most cited publications in this field are the studies on e-HRM. It is thought that developments in mobile applications, smart automation and artificial intelligence also affect the studies in the field of electronic or digital HRM. The common feature of the most recent publications on technology-oriented HRM practices, strategies and practices is the acceptance that their effects are wide-ranging. Recent discussions on technology and HRM strategies in businesses have emphasized the importance of social context and appear to have developed frameworks that acknowledge both the material and social character of technologies. As a result, the current increase in the use of digital technologies affects the competencies and expectations of the digital workforce.

The role of Digital Human Resources Management (DHRM) in the era of globalization, especially in the COVID-19 pandemic, has made a major contribution to sustainable business performance. This is interesting to study considering that the DHRM work process will take place through mobile, electronic media, social media via the internet, and also with the help of IT (information technology). This research aims to analyze the role of Digital Human Resource Management (DHRM) in contributing to the improvement of sustainable business performance in companies in DKI Jakarta. The importance of the role of DHRM is investigated because DHRM is able to do human work through software and several applications, which are supported by the internet network. Digitalization in HRM will enable companies to operate more efficiently and relevantly in the future.This type of research is qualitative which involved managers working in oil companies and transportation companies in DKI Jakarta who used DHRM in the companies where they worked. This study analyzed the data using the triangulation method through documentation, interviews and direct observation in the field with case studies. The results of the study explain that several digital HRM practices have been carried out in several companies, but other practical activities have not been carried out optimally. This is because the support from the system and the digitization of business processes that are included in HR practices are not yet optimal. However, the company realizes that DHRM is able to improve business performance in a sustainable manner.KeywordsDigital Human Resources Management (DHRM)Business performanceEnvironmental performance and social performance

Digital transformation has become a strategic imperative for organizations and requires human resource management (HRM) to assume a more adaptive and strategic role. This study aims to identify the main strategies, enabling factors, and challenges in implementing digital HRM to support digital transformation. A Systematic Literature Review (SLR) was conducted following PRISMA guidelines, initially identifying more than 1,000 international and national indexed articles published between 2000 and 2025. Through a structured screening and eligibility process, 23 articles were retained for in-depth analysis. The review shows that digital HRM practices including Human Resource Information Systems (HRIS), process automation, HR analytics, and digital training significantly enhance organizational efficiency, employee productivity, and competence development. Sectoral comparisons reveal different orientations: private organizations mainly emphasize productivity and competitiveness, whereas public organizations prioritize service effectiveness and accountability. The key enabling factors for successful digital HRM include transformational leadership, organizational culture readiness, and continuous development of digital skills. The findings highlight that digital transformation in HRM goes beyond technology adoption; it also requires managerial capability, change management, and cultural alignment. The study recommends cross-sector strategies and mixed-method research designs to provide a more comprehensive understanding of how digital HRM can strengthen organizational competitiveness in the digital era.

This study examined how the digital revolution in human resource management affected employee engagement in China and Malaysia. This study examined how technological advances like artificial intelligence, big data, and cloud computing have affected human resource practices, motivation, and performance across cultures. A quantitative research method was used to collect the data. Questionnaires were sent to 850 people. The study was ended after assessing 778 valid responses using SPSS 25. Statisticians used methods like ANOVA and factor analysis to look at how the variables were related to each other. Digital technology made things more open, easier to talk about, and more efficient. The results demonstrated a clear link between digital transformation and human resource management. Digital human resource management made China more accountable and productive, but it faced resistance at first because people were worried about data privacy and rigid organisational structures. Malaysia's shift promoted flexibility, inclusion, and collaboration via cloud computing and participatory management. Cultural values shaped employee reactions to technical advancements. The adoption of digital transformation significantly influenced employee involvement in both nations; nevertheless, the success of this transition depended on cultural adaptation, leadership support, and ongoing training. The study's findings indicated that the transition of digital human resource management was not merely a technological progress but also a cultural and managerial evolution necessitating a balance between innovation and human needs. These observations had significant implications for multinational businesses aiming to formulate culturally attuned and sustainable digital human resource strategies.

Digital (HRM) Human Resource Management is digital upgrading in the field of Human Resource management. The working process of DHRM will take place through mobile, electronic media, social media through the internet, and also with the help of IT (information technology). All these resources will make HRM more significant in the present situation. Digital HRM is capable of doing Human work by the means of software, through several apps, and with the internet embedded in it. Digital Human Resource will assist organizations through the optimization of Social, Mobile, Analytics, and Cloud (SMAC) technology, towards management and responsibility in helping them to ensure that assumptions and expectations within the organization drive the right behavior. Digitalization in HRM will make it more efficient and relevant in the future. Without digital transformation, HRM will lag far behind the demands of the organization worldwide. This research paper tries to highlight the role of digital HRM in improving the performance of the organization. The data used for this research are secondary. The outcome of the research would be very important for a business organization to implement digital human resource management and also for improving and enhancing organizational performance.

Background: According to the contemporary HRM theory, strategic human resource management (SHRM) orientation, as a company's philosophy of aligning human resource management (HRM) policies and practices with an organizational strategy for maximizing organizational results, is considered the highest level of a company's HRM development. At the same time, one of the trends in HRM is the digitalization of HRM activities, following the global trend of adopting digital tools for increasing individual and organizational efficiency and effectiveness. The question that consequently arises is whether the digital component entered the SHRM perspective, in other words, whether SHRM orientation could exist without digitalization of HRM endeavours. Purpose: The paper strives to provide answers, both theoretically and empirically, to the following central and three supporting research questions: CRQ = Is digitalization of HRM contributing to the strategic HRM orientation of a company?, SRQ1 = Are digital HRM practices positively related to the SHRM orientation?, SRQ2 = Are some digital HRM practices more relevant for the SHRM orientation than others?, and SRQ3 = If the relationship between digital HRM practices and SHRM orientation does exist, which digital HRM practice is the most relevant one for SHRM orientation? Study design/methodology/approach: To provide empirically based answers to research questions, we utilized the CRANET 2021 dataset, covering 4495 organizations with more than 200 employees from 38 countries worldwide. We used nine indicators for revealing the existence of digital HRM (manager self-service, employee self-service, HRIS, algorithm-based HRM, HR analytics, telework, digital learning, social media recruitment, social media selection) and five indicators for determining the SHRM orientation (HR manager's membership in the management board or equivalent; involvement of HR manager in the development of business strategy; existence of written HRM strategy; HR to employee ratio, the level of HR department performance evaluation). SHRM orientation was determined using K-Means cluster analysis, and relationships between variables were analysed using correlation analysis, multiple logistic regression and dominance analysis (DA). Findings/conclusions: Correlation analysis revealed that all indicators of digitalization of HRM processes have a positive and a significant relationship with SHRM orientation, implying that digital HRM practices are relevant for SHRM orientation. The results of logistic regression indicated that the usage of manager self-service, algorithm-based HRM, HR analytics, telework, digital learning and social media selection increase the probability of organizations' SHRM orientation more than other explored indicators. The results of DA demonstrate that the most important digital HRM practices for the SHRM orientation is digital learning. Limitations/future research: As CRANET dataset is limited in its variables of digital HRM and indicators of SHRM orientation, further research is needed to confirm our findings.

"Human" has always been the most important element of human resources management. However, developments in technology have also led to developments and changes in human resources management. This situation causes organizations to change their perspectives on the human element and to the emergence of new management approaches. Digital human resources management, which has a wider content than traditional personnel management, has enabled the use of computer systems, interactive electronic media and telecommunication networks in order to fulfill the functions of the human resources department. With the increase in global competition, human resources management in organizations is transitioning to digital media to store and process the necessary data. In order for human resources management to adapt to the times and survive, it is necessary to transform technology opportunities into useful ones. Thus, the time spent on the execution of the activities is reduced, and the activities are carried out faster and easier in the electronic environment. With digital human resources management, satisfaction of both managers and employees is increased. It is necessary to establish comprehensive systems for the use of digital human resources in organizations. As systems are set up, every organization must move forward by embracing an understanding of digital human resource management practices. Organizations can carry out activities related to human resources management in electronic environments and digitize their processes.

The focus of this empirical study is to explore the importance of creating a HUB specialized in digital human resources management (HRM). Digital Hubs are collaborative networks that aim to stimulate the adoption of advanced digital technologies that promote interaction between different agents for emerging ideas, tools, and for digital networking. Furthermore, a HUB could provide an overview of digital skills and learning strategies to improve these skills to work in a digital society. The main objective of this research is to explore the role of HRH practitioners as agents of creating, acquiring and diffusing knowledge about digital HRM issues. Thus, this study intends to know several stakeholders’ opinions about the importance of the creation of a collaborative platform to manage sourcing, information, and knowledge. It uses qualitative analysis to collect information based on an exploratory study using a focus group with a group of stakeholders (HRM professors, students, and practitioners) with an interest in the topic, through a collective semi-structured interview. The results show that it is important to create a digital HUB to enhance the use of advanced technology in the development of HRM and to facilitate the digital transformation of the different HRM stakeholders. As main activities to develop, the ones identified are: (1) to create a digital room to improve the learning of HRM students related with tools such as chatbots and avatars; (2) to do regular HRM talks to promote the sharing of new knowledge regarding digital innovations; (3) to define digital HRM working groups to create new knowledge; (4) to develop HRM entrepreneurship projects as well as (5) research projects related to digital issues; and (6) to share a digital HRM Library. We conclude by reflecting the importance of HRM digital transformation and also encourage higher education institutions to become shared and open digital learning spaces. The conclusion provides suggestions for opportunities for future research.

Across different disciplinary boundaries, research into algorithmic surveillance (Newlands, 2020), people analytics (Gal et al., 2020; Marler & Boudreau, 2017; Tursunbayeva et al., 2018), human resource management (HRM) algorithms (Cheng & Hackett, 2021), and algorithmic control (Kellogg et al., 2020; Veen et al., 2020) is gaining traction. Moreover, these various concepts are studied alongside – and at times interchangeably with – related phenomena including Big Data (Garcia-Arroyo & Osca, 2019), artificial intelligence (Strohmeier & Piazza, 2015; Tambe et al., 2019) and online labor platforms (Duggan et al., 2020; Newlands, 2020; Veen et al., 2020). These terms and developments are often loosely linked to, or aggregated as, ‘digital HRM’ which, as a broad notion covers a multitude of topics and issues with unclear and ambiguous relations between them (Strohmeier, 2020b). Studies into HR analytics ( Marler & Boudreau, 2017; Minbaeva, 2017; Tursunbayeva et al., 2018; Van den Heuvel & Bondarouk et al., 2017 ), HRM algorithms (Cheng & Hackett, 2021; Leicht-Deobald et al., 2019), and artificial intelligence (AI) deployed in HRM practices (Strohmeier & Piazza, 2015; Vrontis et al., 2021), while beginning to coalesce around key issues, tend to use different terms to describe seemingly similar content leading to a lack of construct clarity that may prevent the scholarly community from building a collective and coherent body of knowledge (Suddaby, 2010).

As the digitalization of Human Resource Management (HRM) has been going on for more than half a century the performance and, thus, the future continuance and intensification of digital HRM is regularly taken for granted. While there is a growing and increasingly unmanageable number of research contributions on the performance consequences of digital HRM, core reviews fail to offer consistent and convincing evidence on digital HRM performance. Current sentiments and implementations are based on implicit expectations rather than on explicit evidence. To provide the future digitalization of HRM with the necessary evidence, we conduct a meta-analysis on the performance consequences of digital HRM. Concretely, we analyze the performance of individual users, the operational, relational, and transformational performance of HRM, and the corporate performance of the entire organization. Based on evidence from 96 empirical studies with a total sample size of 37,924, our meta-analysis finds significant medium-sized associations between digital HRM and all performance categories. We also resolve the partially contradictory findings, quantify and compare performance effects, and uncover moderating effects. Our paper provides the so far lacking evidence that digital HRM constitutes a successful endeavor, which meets its performance expectations and thus should be continued and intensified in the future.