Digital Human Resource Management Research Articles

Research on Alibaba company’s Digital Human Resource management and Recruitment Information Platform: A systematic case study

In the 21st century, As data-based human resource management, AI HRM technologists and digital recruitment have become a major trend in the development of enterprises, the multi-faceted video interview artifact will help enterprises to digitally transform their recruitment and create a revolution in video interview efficiency. Although Human resource management, digital recruitment, and the training of talents have gained a lot of experience and methodology. Moreover, This study also uses the Documentary analysis and TAM theoretical model for analysis. The aspect of digital human resource management includes many factors. Alibaba company starts from the human business and human resource meets the end of the business. Alibaba company defines five key end-to-end digital processes and specifications here: employee onboarding, employee deployment, and employee satisfaction. Performance-based compensation, employee ability training, and employee turnover optimization. To sum up, The research of this paper mainly uses the mixed method of qualitative analysis and quantitative mixed analysis to conduct research and analysis, and uses excel or SPSS 27 software to perform ANOVA analysis on the sample data, and concludes the importance of human resources digitization and recruitment to Ali-baba company. The findings of the study not only not only deepen the research on the development of digital human resource management in enterprises, but also provide valuable reference for the research and development of AI technology and new digital technology for human resource management and recruitment platforms.

Role of IOT and Blockchain Technology in the growth of digital HRM transformation as a function of Management

This study explores integrated IoT and Blockchain (BCT) technologies in the digital Human Resource Management (HRM) process, identifying the managerial phenomena. Using advanced algorithms like K-Means clustering, Random Forest predictive modeling, and Support Vector Machine sentiment analysis, the study convincingly shows that these technologies contribute to the optimization of HR management by picking the best method to use. The outcomes of the study reflect the successful segmentation of employees into clusters having strategies developed with the individual's specific needs in mind. The existing predictive models of the HRM strategies show an overall high accuracy level ranging from 86% to 92% precision. Sentiment analysis shows that the majority of the input from the employees (70%) is positive, which indicates their high job satisfaction. Also, the implementation of Blockchain technology ensures the security and reliability of the data, with a transaction rate of 200 transactions per second and an average block size of 2 MB. This demonstrates the ability of IoT and Blockchain technology to transform HRM practices which will aid in making decisions based on the available data, enhancing employees’ engagement, and ensuring the set of regulations is obeyed.

Digital Sustainability for Human Resource Management Canvas Meta-Synthesis Approach

In the era of Digital Transformation (DT) and Sustainable Development (SD), the pivotal role of Human Resources (HR) in addressing business challenges has become increasingly evident. These challenges directly impact different HR departments and processes, prompting a need for a strategic overhaul. HR management should continuously adapt its service delivery model to align with the business model and create a balance between internal and external organizational expectations and employee needs, considering the two fundamental challenges of digital transformation and sustainable development, in an agile manner. The critical role of sustainable human resource management in fostering overall business sustainability is evident. However, in many cases, HR management has failed to recognize and demonstrate its cost structure, revenue flow, and social and environmental benefits transparently for the business. This research focuses on presenting the sustainable digital human resource management canvas and its connection to the business canvas to achieve sustainability in the digital era. Employing a qualitative research methodology, this study conducts a meta-synthesis of two pivotal concepts-sustainable human resource management and digital human resource management- leveraging data from reputable databases including Science Direct, Scopus, and Web of Science. Following meticulous screening and examination, a total of 17 articles from Q1-ranked journals were selected as the final articles for a more detailed and in-depth review. The findings from the meta-synthesis results consist of 5 dimensions and 23 components, ultimately presenting the sustainable digital human resource management canvas by modeling it after the business canvas. The distinct feature of this canvas, compared to other similar and conventional models, is the inclusion of individual sustainability in the value proposition and the creation of a digital value component, including artificial intelligence, the Internet of Things, and big data.

Digital tools as a key element of human resource management technology in the conditions of digital transformation

Aim. To identify technological features of human resource management (HRM) in the conditions of digital transformation.Objectives. To describe the main directions of HRM technology transformation in modern conditions; to define the concept of "digital tools"; to systematize the digital tools used in modern conditions; to identify promising directions of using digital tools on the way of digital trans- formation.Methods. The authors used in the research process the methods of contextual analysis, modeling terms and models, induction and deduction, synthesis and description, applied methods of comparative, system and structural analysis.Results. The outcome of the digital transformation of business is a progressive process, which in the end will radically affect the functioning of personnel. In this regard, the concept of "digital tools" of HRM is defined, their relationship with HRM technologies is revealed. It is revealed what digital tools are most often used today in Russian companies, whether there is their classification by forms of application and whether digital tools affect the technological process of HRM. The peculiarity of applying HRM tools from the possible set of tools is its scientific substantiation on the one hand and the practice of its application on the other. The basis is the orientation on the solution of a certain problem faced by the company in the current period. In order to get an effective effect, it is necessary to refuse from haphazard ap- plication of tools. A technological process of HRM should be formed, which will be based on a clearly structured sequence of actions that are interchangeable. An important element that should be paid close attention to is the understanding that the new information reality will place increased demands on the competencies of personnel. The article emphasizes that the digital transformation of business should be carried out progressively, taking into account the timely mastering of new digital competencies by employees.Conclusions. The digital transformation of business taking place today launches new, previously unobserved processes that cover all spheres of functioning of real commercial enterprises. Business can get a new quality both in the aspect of formation of management decisions on an objec- tive basis and in the framework of HRM. In this regard, it is safe to say that we are waiting for a systemic restructuring of the main business processes and, as a consequence, the introduction of new HRM tools, on the basis of which it will be possible to design digital HRM technologies.

Research on Hot-spots and Trends of Human Resource Management under Digitalization

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.

Driving supply chain performance through digital HRM: The mediating role of green orientation and the moderating role of green innovation

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 modernization of the human resources management system as a determining factor of national security

Modernization and development are the main factors that contribute to national security, and people are those who bring about change through various methods and techniques. Among the primary systems ensuring national security, the human resources management system plays a decisive role in this process, and its modernization contributes to ensuring and enhancing national security. Modernization necessitates digitalization through the implementation of new informatics systems and processes. To ensure the efficient development of this modernization process, the enhancement of the human resources management system also implies the cultivation of leadership and leaders within organizations. Investing in people is highly beneficial because they are one of the most valuable resources within an organization. By improving human resources activities, an organization can reduce long-term costs. The use of digital human resources management poses a new challenge for every organization.

Consolidating the theoretical foundations of digital human resource management acceptance and use research: a meta-analytic validation of UTAUT

AbstractWith rapid technological progress, the adoption of digital technology in human resource management (HRM) has become a crucial step towards the vision of digital organizations. Over the last four decades, a substantial body of empirical research has been dedicated towards explaining the phenomenon of digital HRM. Moreover, research has applied a wide array of theories, constructs, and measures to explain the adoption of digital HRM in organizations. The results are fragmented theoretical foundations and inconsistent empirical evaluations. We provide a comprehensive overview of theories applied in digital HRM adoption research and propose an adjusted version of the unified theory of acceptance and use of technology as a consolidating theory to explain adoption across settings. We empirically validate this theory by combining evidence from 134 primary studies yielding 768 effect sizes via meta-analytic structural equation modelling. Moderator analyses assessing the influence of research setting and sample on effects show significant differences between private and public sector. Findings highlight research opportunities for future studies and implications for practitioners.

How Does Digital HRM Transform Training to Learning in Organizations?

Have you ever attended training sessions and learned nothing after that? It would be a nightmare for the organizations but this situation is not so rare in reality. Employee training and development play a vital role in the growth and success of every organization. As a result, they are putting more effort into ensuring its efficiency. Digital technology has assisted in the transformation of human resource management (HRM), enabling the use of more effective and efficient training techniques as well as changing the nature of training into learning. Accordingly, HRM technology empowers employees to take responsibility for their development, making them active learners. In this way, digital HRM has transformed employee training programs to more flexible and personalized learning journeys, with a greater emphasis on self-paced learning and feedback for long-term effectiveness. In this discussion, we explore how digital HRM has transformed training into employee-led continuous learning journeys that foster a culture of self-awareness, responsibility and effectiveness.

Use of Digital Technologies for HR Management in Germany: Survey Evidence

Abstract Using a survey with 57 German firms, we evaluate the level of digitalization of the human resource management (HRM) function and document perceived benefits and barriers of technology adoption from organizational and individual users’ perspectives. The results give reason for optimism. Most of the companies report that the core HR processes are digitized. We do not observe adverse effects of the digital HRM tools on users’ job satisfaction and work stress. Still, more than half of companies do not yet use digital tools for strategic HRM decisions. Respondents appreciate the increased speed and cost-efficiency of digital HR processes and associate them with a competitive advantage in talent acquisition. The most prominent barriers to adoption are lack of qualified professionals, high costs, and uncertainty regarding the legal framework. Additionally, we test whether small- and medium-sized enterprises differ systematically from larger organizations in how they use digital HRM tools.

Retracted: Application of Data Mining Technology in Enterprise Digital Human Resource Management

Retracted: Application of Data Mining Technology in Enterprise Digital Human Resource Management

Implementasi Manajemen Sumber Daya Manusia Digital Pada UMKM Studi Kasus di Kemari Coffee

The Covid-19 pandemic cannot be told as it’s over, life is still going on. People need to adapt with new life habit especially Usaha Mikro Kecil dan Menengah (UMKM) where it needs to be experiential seriously by all of the people in supporting national economy in Indonesia. One of the most important adaptation processes done by UMKM is the human resource management by digitalization program to make more efficient and relevant in the future. Digitalization study implementation in UMKM will be the most important thing to do soon. In that case, this research analyzed digital human resource management implementation in UMKM with case study in Kemari Coffee. Descriptive qualitative method is used in this research to clarify the concept of digital human resource management that has applied in UMKM Kemari Coffee. The journal concluded that Kemari Coffee has not applied digital human resource management overall. Part of digital human resource management that already has applied namely E-Recruiment & Selection, E-Selection & Induction, and E-Reward & Compensation Management, meanwhile those haven’t applied namely E-Performance Appraisal, E-Training & Development, and E-Learning & Talent Management.

Assessing the Impact of Human Resource Management Strategies on Distribution Efficiency in China's Small and Medium Enterprises (SMEs)

This research explores the role of Human Resource Management (HRM) strategies in shaping the distribution efficiency of China's Small and Medium Enterprises (SMEs). Given the increasing complexities in the global business landscape, effective HRM practices have emerged as significant drivers of operational performance in these enterprises. The study focuses on three key HRM strategies: strategic HRM, digital HRM, and employee well-being practices. Findings reveal that strategic HRM, marked by the integration of HRM policies with organizational goals, substantially enhances distribution efficiency. Additionally, the advent of digital HRM, facilitated by modern technologies, has revolutionized traditional HR practices, leading to improved operational efficiency, including distribution. Furthermore, prioritizing employee well-being has shown to foster a productive workforce, positively influencing distribution efficiency. The study underscores the need for SMEs to adopt these HRM strategies to bolster their distribution efficiency, thereby boosting overall performance and competitiveness.

The Utilisation of Electronic Human Resources Management (e-HRM) in Malaysian Public Listed Companies

Human resource management (HRM) is expected to become more strategic as a result of the development of internet-based HRM technology, or e-HRM, according to the rhetoric associated with it. Using a survey dataset, data for the study were collected from 396 companies listed on the Bursa Malaysia Stock Exchange for the years 2016–2020 using a survey designed to identify the e-HRM functions used by companies and which HR functions contribute to e-HRM usage within an organisation. It was found that most companies use e-HRM in at least one to two HRM functions, with the highest digitalisation use found in Payroll and Employee Benefits. These results indicate that HR professionals should work closely with digitalisation and human capital to better understand and subsequently implement technologies in order to fully embrace digital HRM technology.

Digital Human Resource Management in Vietnam Today: Theoretical and Practical Issues

Digital Human Resource Management in Vietnam Today: Theoretical and Practical Issues

Risk Prediction of Digital Human Resource Management Based on Artificial Intelligence

The latest information technologies have greatly accelerated the digitalization progress of Human Resource Management (HRM) and many useful techniques and tools have been developed for that purpose. However, in terms of risk management, effective enough tools and methods are still insufficient. Existing studies generally fail to give a turnkey solution to the operational risks in digital HRM system, and the macro measurement models are not suitable for dealing with the risks in the digital HRM system of each single enterprise. In view of these defects, this paper studied the prediction of risks in digital HRM systems based on Artificial Intelligence (AI). Firstly, the paper outlined the functions of a digital HRM system, defined the risk management mechanism of a HRM system, and built a conceptual model for it. Then, this paper proposed a novel method for predicting the risks in the digital HRM system, which innovatively integrates the digital HRM risk event chains with the risk event graph. After that, the paper elaborated on the structures and building principles of the risk event representation layer, risk event chain module, risk event graph module, and attention fusion module. At last, experimental results verified that the proposed model has obvious advantages in digital HRM risk prediction in terms of both stability and accuracy.

The effects of congruence between digital HRM systems and previous non‐digital HRM systems on firms' data‐driven insights

Although the application of digital technology has long been considered to be an important and integral trend in human resource management (HRM), emerging evidence hints that digital HRM systems may not always work well in practice, and increasing research suggests that the adoption of digital HRM systems might have negative effects on organizations. In this article, we investigate whether a match in the levels of internal consistency exhibited by a digital HRM system and an original high‐performance work system (HPWS), i.e. congruence, impacts firms' data‐driven insight generation. We find that congruence between the digital HRM system and the original HPWS has a negative impact on firms' capability to generate data‐driven insights. Furthermore, organizations with high levels of internal consistency in both the digital and the original non‐digital HRM systems (i.e. high–high congruence) exhibit better data‐driven insight generation than organizations with low levels of internal consistency in both systems (i.e. low–low congruence). The results also reveal that the effect of congruence negatively influences firm financial performance and mediated by data‐driven insight generation. We discuss the implications of this study and call for future research to consider the characteristics of digital HRM systems and the original traditional HRM systems simultaneously.

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation.Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace.Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation.Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis.Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed.Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively.Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.

Met the expectations? A meta-analysis of the performance consequences of digital HRM

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.

Impact of artificial intelligence and digital HRM on the resource consumption within sustainable development perspective

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.