Transformation Of Human Resource Management Research Articles

The Reform of Human resource management in Enterprise Digital Transformation

The advent of the digital wave has introduced new impetus into the practice and research of human resource management. Concurrently, managers and scholars face the challenge of seamlessly integrating digital technology with employees and leveraging its positive impact. While academic research on digital transformation extensively explores themes such as business models, industry innovation, technological advancements, business intelligence, and digital marketing, there is a relative lack of examination concerning human resource management. This paper focuses on the transformation of human resource management within the context of digitalization, addressing the exploration of how this transformation unfolds during the process of digital transformation. The study seeks to uncover pertinent issues and conduct research on the changes in human resource management throughout the digitalization journey. As organizations navigate the digital era, optimizing the integration of digital tools with human resources becomes crucial for successful transformations. This research aims to contribute to the discourse on the intersection of digitalization and human resource management practices, shedding light on the evolving landscape of HR in the digital age.

Exploration of Enterprise Process Management in the Era of Digital Transformation

The aim of this study is to investigate the potential for digital transformation within the realm of human resource management, specifically in the context of the digital economy. The primary focus of this research encompasses the driving forces, directions, and consequences of such digital transformation in human resource management. This study postulates that five key factors-internal customer digital needs, industry-level digital innovation, competitive challenges, digital innovation governance, and the requirements of the digital era-act as catalysts for the digital transformation of human resource management. In particular, the research underscores that the digitization of human resource management processes involves the application of cutting-edge digital technologies to functions like recruitment, training and development, and performance assessment. It’s essential to emphasize that while digital transformation yields advantages for business development, we must also consider its potential repercussions, including the process of transitioning from old to new human resource management systems and the possible adverse effects of the new system.

Human Resource Management Transformation in the Digital Age: Recent Trends and Implications

This article examines the transformation of human resource management (HRM) in the evolving digital era. The main focus is integrating advanced technologies such as automation, Artificial Intelligence (AI), and digital platforms in HR management. Also discussed are changes in the role of HR managers, which now require skills in managing technology and analyzing data and adaptive abilities in responding to changing employee needs and industry trends. Emphasis is also placed on the importance of continuous development and training for employees to keep up with technological developments. The article also highlights an organization's readiness for change, including updating policies, restructuring, and retraining. From this analysis, it is concluded that the transformation of HR management in the digital era brings both opportunities and challenges and demands an integrated and adaptive approach from the organization.

New labour market trends and developments

Subject. The new management paradigm arising from changes in the external and internal environment requires a change in the priority of elements that ensures the successful functioning of an economic entity, maintaining its competitiveness, and preserving the consumer segments of the produced goods and services. The priority of human resources means the need for a timely introduction of the evolutionary and revolutionary processes related to the labour force supply and demand, as its capacity reserve tends to decrease.Objectives. The purpose of the article is to provide an insight into the development of scientific thought, firstly, by regarding the evolution of traditional trends that characterise the modern labour market. Second, we described the emerging trends in the supply and demand of the labour force and the corresponding transformation of human resource management in organisations. Methodology. To achieve our objectives, we used general and empirical research methods. Analysis and synthesis were applied to obtain new knowledge on the topic. We used analysis to identify the components of the progress of scientific thought from the signal indicating the emergence of a trend to the identification of its drivers and challenges. Through analysis, we also identified the features of supply and demand of the labour force in the modern labour market, which is characterised by staff diversity. Statistical analysis revealed the current patterns of the changes in the Russian labour market, indicating the emergence of new trends. Synthesis made it possible to gain a single comprehensive view of the current cascade of trends and possible shifts in the behaviour of younger and older workers in the labour market.Results. The article presents the structured provisions that substantiate the impact of the cascade of trends on the development of the labour market and changes in the supply and demand for the labour force of younger and older workers. The outlined idea promotes the scientists’ conclusions about the existence of trend cascades. Managing these cascades in the labour market makes it possible to apply the conclusions of trendwatching to influence the emerging signals indicating the strengthening of a new trend that is undesirable for human resource policy.Conclusions. Significant shifts in the age structure of the population are changing the ageing megatrend, that has become global, as well as its impact on the labour market. The analysis methods used in the article, first of all, supported the researchers’ opinion that “success” as the goal of the new management paradigm can be achieved based on a knowledge of the trends that determine the vector of employer’s activities in order to keep up, succeed, and retain their positions several steps ahead of the competitors. Second, they allowed us to identify the mechanism of the emergence, development, and extinction of trends in the labour market and the formation of trend cascades. Third, they supported the theory of drivers that can change the substance and stability of the trend and, therefore, provide opportunities to manage it. Fourth, they allowed us to substantiate the changes in labour demand, which is characterised by a rapid and frequent change in the requirements for a worker to fill modern positions requiring new knowledge, practical and cognitive skills, and behavioural patterns. Fifth, they allowed us to demonstrate a priority shift towards new forms of dependent labour to match the new values and attitudes of employment applicants and employed personnel. Sixth, they allowed us to substantiate the potential of the segment of older workers in influencing the trend of ageism and the formation of ecosystem and occupational health policies in organisations. Seventh, they can be used to prevent in advance the disruption of the natural personnel rotation of different age generations in the labour market and the transfer of professional experience from the older generation of workers in the internal competitive environment.

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.

Digital Transformation of Human Resource Management and Employee Experience

Digital Transformation of Human Resource Management and Employee Experience

Digital Transformation of Human Resource Management: Elements, Modes, and Paths

Digital Transformation of Human Resource Management: Elements, Modes, and Paths

Оценка цифровой зрелости процесса управления персоналом для организации цифрового перехода компании

Human resource management is a key process that affects digital transformation because any transformation is inspired, provided, and executed by personnel. The digital maturity of personnel management is a hot topic for all industries that requires scientific understanding. Digital business transformation relies on new approaches in competence development, new organizational structure, new corporate ideology, etc. A timely analysis of business processes is necessary to form a trajectory of transformations. The purpose of the study was to determine the state of human resource management as a business process and identify its elements that require development for prospective digital transformation. The author employed the systematic approach, as well as various methods of digital maturity assessment to interpret the maturity indicators of personnel management in various industries. The digital transformation of human resource management proved to require top management involvement, new digital competencies, digital services, and products, a single data source for decision-making, and a continuous chain of innovations.

TRANSFORMATIONAL CHANGES IN ORGANIZATIONAL MANAGEMENT AND HUMAN RESOURCES IN THE DIGITAL AGE

The relevance of research into transformational change in organizational management and human resources in the digital age is significant in the digital age, as organizations need to develop a humanistic approach to human resources. To do this, it is necessary to change all the bottom-up management mechanisms to create an effective functioning organization in which the person is the subject of all processes. All of this suggests that modern business must be adaptive, customer- and person-centered. The transformational processes taking place due to the impact of ICT on the development of human resource management show that it is something between online and offline, a combination of the digital and physical world. To date, there are no companies in which the anthropocracy conceptual works, there are no step-by-step instructions on how to switch to amocracy. The purpose of the research is theoretical and practical transformational changing aspects in the organizational management and human resources in the digital age. Study results. 1. The impact of ICT on the development of trends in the global transformation of human resource management. 2. The place and role of organizations in transformational change are disclosed. 4. The directions of implementation of the European vision of human resource management as a factor in the development of IT trends in the digital age are clarified. 5. The concept of personnel management as a factor in the development of humanistic principles under conditions of transformational change is formed. 6. The impact of ICT on the innovative development of regenerative economy and humane human resource management is analyzed. It is concluded that business today should be adaptive and client-oriented, client-oriented and people-oriented. In a democracy, the organization is a tool that people use to improve their lives, the main issue of bureaucracy is how to get people to better serve the goals of the organization. Leaders must adopt new people-centered principles and apply them to their organizations. The development of cloud platforms will help create products with a fundamentally new architecture - more flexible and scalable. The model of organization based on the concept of anthropocracy is a humanistic view aimed at people, relationships, empowerment, competence development, "the person who stands above everything." At the heart of aorganizational activity is a redefinition of economics as a subsystem of society and nature, as a tool for achieving a socially just and environmentally sustainable future, and a humanistic approach to managing organizations and human resources.

The Digitalization of Human Resource Management: Present and Future

Information technologies are rapidly transforming the field of human resource management in organizations. The digital transformation of human resource management has become specifically important in the context of the COVID-19 pandemic, which has significantly accelerated the pace of digitalization of HR processes. Companies that are able to quickly take advantage of the opportunities of the implemented digital HRM technologies are in a better position than those in which digitalization was paid less attention. At the same time, the factors and consequences of digitalization of human resource management, as well as its relationship with various characteristics of firms, remain unclear today. This article provides an attempt to shed light on the key components of HRM digitalization analyzed against significant characteristics of organizations (size, personnel structure, staff turnover, performance) using personal data of 449 small, medium and large businesses operating in the Russian market. The collected data indicate the presence of two key components of digitalization: quantitative (reach or breadth) and qualitative (effectiveness of digital practices). We found that the combination of wide reach and high efficiency has not always been a sign of more successful and functional companies.

Crisis Management in International Business During the COVID-19 Pandemic

Abstract. Introduction. The recent world crisis events triggered by the COVID-19 pandemic have had a significant impact on European and world companies. Specifically, they focused on the first two pandemics, which made the world situation experience similar restrictions on a global scale (Congo flu in Hong Kong in 1968, swine flu outbreak in 2009), various disasters, and natural inevitable Avoided accidents, unforeseen events such as terrorist actions, etc. Purpose. This article is focused on learning of unresolved aspects of digital transformation of human resource management during the pandemic require further research, particularly to identify and summarize the trends and factors contributing to these changes, and to identify issues and obstacles that arise throughout the process. Results. The completed study shows that companies should be ready to work in advance, in order to be sustainable and have at least some stability and competitive edge during time of crisises. Crisis management systems are analyzed and based on a four-level circular model, more commonly known as the PPRR model. Also, any organization should be prepared for different crises, which may be short-term or long-term. 3-tier system of crisis response is analyzed, it consists of pre-crisis period of preparations, contingency plan, which is aimed at saving the maximum stream of revenue, while enduring minimal hardships from the crisis and rehabilitation stage, at which thorough analysis should be conducted in order to improve the future reaction for the crisis. Conclusions. The review found that risk management primarily helps provide post-crisis renewal, stability and growth, reduce revenue volatility, increase stakeholder confidence, protect an organization`s assets, and meet insurance, legal and regulatory requirements. This means that structured risk management must be incorporated into existing operations and become an integral part of key decision-making processes. Therefore, it can be concluded that the risk management plan must be constantly updated, the philosophy must be able to change, and it must be improved taking into account changes in external or internal factors.

HUMAN RESOURCES CHALLENGES FOR THE NEXT 10 YEARS: CASE STUDY OF TURKEY

Today, it is critical for businesses to utilize their resources to gain and sustain competitive advantage by having skilled workforce, retaining, and using employees in line with their business objectives and strategies. Therefore, possession of skilled workforce is recognized as one of the determining factors in the success of enterprises in today's competitive environment. It is important to emphasize that this can be achieved only with effective management policies and practices. The concept of globalization will not be missing within next 10 years considering that it has been one of the most important phenomena of the recent decades. In this context, human resources managers, who continue to remain “local” in terms of their knowledge and experience, need to improve themselves by learning new markets, new legislation, new cultures and different norms required by the changing business conditions. In the past, while practices known as employee record keeping, social work duty, personnel management were constituting the main understanding of Human Resource Management (HRM), following the industrial relations, HRM processes have started to be subject to major change and transformation. Currently, HRM has become a critical topic for the organizations due to its significance and impact on their strategic management. Within this context, application, and transformation of HRM is the focus of this study within the projections about its future considering the potential problems may have been encountered during this transformation process. Therefore, this study will examine the difficulties and challenges that may be experienced by HR managers within the next 10 years. Firstly, the current problems of HRM and the main discussions on this subject in the literature will be examined together with the predictions for the next 10 years. Later, in line with the survey results conducted to the HR managers in the Istanbul region, the discussions in the literature will be compared with the predictions of the local HR managers. Considering the complexity of human resources that derives from its own nature and the environment in which it operates, the everyday challenges experienced by HR professionals while handling their routine tasks should be discussed thoroughly by encouraging everyone to share their ideas and to put their best effort to improve their HR processes, policies, and practices.

REMOTE EMPLOYMENT AS A FACTOR IN THE TRANSFORMATION OF HUMAN RESOURCE MANAGEMENT DURING AND AFTER THE COVID-19 PANDEMIC

The COVID-19 crisis significantly transformed approaches to workplace organization, employment, forms and technologies of professional work activities, causing significant changes in systemic human resource management. A huge number of businesses and organizations found themselves facing the need to move their employees to out-of-office employment. The practice of working remotely, which has become a necessity for many employers in the period since March 2020, has necessitated the transformation of human resource management and personnel management, since remote employment forms new features not only in the performance of work, but also in the provision of the workplace, work safety, training of personnel, etc. Which means that the whole range of personnel work should be adapted to the remote format. The purpose of the presented work is to consider the prospects of reforming approaches to personnel management through indicators of remote employment, massively prevalent during the COVID-19 pandemic.

Business Design of Human Resource Management Based on SAP-HR System and Human Resources Management Software

With the arrival of the information age, human resource management (e-HR) came into being, thus promoting the transformation of human resource management, from administrative affairs management to strategic human resource management, at the same time greatly improve the work efficiency and technical content of enterprise human resource management, the purpose is to achieve the innovation of enterprise management concept. The emergence of human resource management (e-HR) as a new human resource management mode is conducive to the improvement and reform of human resource management. With the rise of e-commerce and the development of computer networks, the competition between enterprises has gradually shifted from the tangible market to the virtual network world, and the corresponding enterprise management cannot stand still, but also into the track of information. Now more and more enterprises realize the importance of information management and implement the ERP system. Among all the resources that need to be integrated, human resources are undoubtedly the most important one and is becoming more and more important.

Digital human resource management: A conceptual clarification

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.

Special issue of the International Journal of Human Resource Management: Digitization and the transformation of human resource management

Special issue of the International Journal of Human Resource Management: Digitization and the transformation of human resource management

Evaluation on Implementation of Performance Management in Asuransi Jiwa Bersama (AJB) Bumiputra 1912

This study aimed to evaluate the implementation of performance management in AJB Bumiputera 1912. This study uses DEM (Discrepancy Evaluation Method) evaluation method. The components that were evaluated are the component of design, installation, implementation, and outcome. The methods used in this study is a questionnaire on 51 unit leader respondents at the headquarter and regional offices, the 150 employees of the central office, the interview method on 10 respondents, observation and study documentsmethod. The results of this study indicate that there is a gap between the actual conditions (Performance) with the condition that should be happened (Standard) on all four components that were analyzed. In conclusion, it is necessary to do some improvements to reduce the gap so that the actual conditions more closely the conditions that should be happened. The improvements that need to be done are alignment of the performance management design with the needs of company at this time, the need for commitment to change from the top down, implementation of reward and punishment continuously,and the need to support tools and technologies that were integrated, so the individual and team performance increased and imply to organization performance to be a leading position in life insurance industries in Indonesia.
 Keyword: performance management, discrepancy evaluation model, discrepancy, transformation of human resource management.

My How Things Have Changed! Strategic Organization Development and the Transformation of Human Resource Management

The purpose of this book Strategic Organization Development is to report a metasynthesis research study focusing on a human resources management approach - Strategic Organizational Development. The book is written by Sharadindu Pandey who conducted a meta synthesis research study that is the focus of the book. The book is organized by chapters in which each is devoted to a step in the metasynthesis process. Pandey details the many decisions that must be made by the researcher employing this method as well as discussing the importance of the use of strategic organization development to build actionable knowledge. Valuable feature s of this book include the provision of a unique view of evolving metasynthesis research and the perspective of understanding the e merging use of the ‘Strategic Business Model’ of an organization being aligned with the Organizational Development of a company. This is not a book for light reading; rather this book would be most meaningful for those readers that are informed on the subjects of metasynthesis, qualitative research, business management, and strategic organization development.

Paternalistic and transactional HRM: the nature and transformation of HRM in contemporary China

Drawing on institutionalism and path dependency theory, this paper provides a conceptual framework to identify and explain the nature and transformation of Chinese human resource management (HRM). The framework is applied to case studies of three enterprises that are either state-owned or state-controlled. The paper groups HRM in contemporary China into three categories: Paternalistic; Transactional; and Differentiated with the last one involving a mix of paternalistic and transactional HRM policies and practices. The paper argues that, as China's economy has evolved from paternalistic socialism to market socialism in recent decades, Chinese HRM has responded, moving along the continuum from paternalistic to transactional HRM. The case studies reveal the impact on HRM practice of both the legacy of paternalistic socialism and three decades of marketization. The case study evidence clearly indicates that paternalistic HRM, common in state-owned enterprises in the pre-reform era, has evolved towards either transactional or diffe\\rentiated HRM. Among the changes in HRM practice is a decline in the welfare benefits and employment security of workers, the former ‘masters of society’.

Editorial: Electronic Human Resource Management: Transformation of HRM?

Transformation of HRM? Is it ever possible? When we initiated this Special Issue, we were expecting manuscripts that would bring evidence about the transformation of Human Resource Management as enabled by information technology (electronization of HRM). There were enough grounds to put such expectations through. Indeed, since the 1970s, personnel management was seen as an early candidate for office automation (in payroll and benefits administration and for keeping employee records) (Hennessey, 1979; Tomeski & Lazarus, 1974). Typically, this information was stored in flat databases and interrogated using simple key word searching. However, early studies into e-HRM found ‘hesitant’ use of it by HR practitioners who perceived IT as ‘workhorses’ of the personnel function (DeSanctis, 1986). Moving towards 1990s, the majority of the organizations were convinced about the necessity of reducing labor intensive administration by automating personnel affairs. In general, positive consequences developed at the everyday operational level were increased accuracy of data, time and cost savings. Organizations also began to have a growing awareness and appreciation of the broader possible benefits of computer systems in performing HR duties. Recent developments in the e-HRM area are driven by rapid technological changes: ERP-based e-HRM applications (Enterprise Resource Planning) are now able to integrate a broad range of various HRM modules together as well as with numerous modules from other business areas such as sales, production, and finance, thereby providing a fully integrated HRM infrastructure. Empirical reports since 2000 have indicated an increase in confidence in using e-HRM, albeit still mainly for administrative purposes, and that e-HRM projects have largely remained focused on the growing sophistication of information technology. Recent studies on e-HRM applications suggest that these are now pushing HRM into a more strategic transformation, by supporting HR decisions with adequate descriptive and prognostic information. Electronic recruiting, training, compensation and many other HRM areas have unlocked a world of possibilities: by introducing new actors to HRM, by involving line managers in people management, by supporting a