Development of Human Resource Management Due to Technological, Social, and Legal Changes: Editorial for the Special Issue “New Challenges and Directions in the Development of Human Resource Management”

1. Current Trends and Challenges in Human Resource Management

Human Resource Management (HRM) is evolving rapidly due to various challenges and opportunities. Key areas that are fundamentally changing the face of HRM today include technological advancements; remote work; diversity and inclusion; employee well-being and mental health; talent acquisition and retention strategies; and legal and ethical challenges. Each of these areas contributes to the transformation of HRM and shapes its development. Among the significant changes that HRM has undergone are technological advancements, with the integration of artificial intelligence (AI) in HRM transforming recruitment processes, employee engagement, and decision-making. While these AI tools enhance efficiency, they raise ethical concerns regarding issues such as algorithmic bias and data privacy (Antoniuk et al., 2025; Iancu & Oprea, 2025). Advanced analytics support strategic human resource (HR) decision-making, offering insights into employee attrition and performance (Narkbunnum & Hinthaw, 2025). The COVID-19 pandemic triggered another change in HRM; it accelerated research on and adaptation to remote work, emphasizing leadership, communication, and technology’s role in maintaining productivity and work–life balance (Martins et al., 2025; Wagan & Sidra, 2025). Effective management of hybrid teams is crucial, focusing on trust, communication, and adaptability (Bouisse-Bloigu & Chamakiotis, 2025). Diversity and inclusion are an integral part of modern HRM because they promote equal opportunities, improve organizational culture, and contribute to the long-term success of an organization. Diversity positively impacts performance, moderated by HR practices like training and appraisal (Khassawneh & Mohammad, 2025). Organizations are developing models to enhance workplace inclusivity, addressing diversity through tailored HR strategies (Sanabria et al., 2025; Manthar et al., 2025).

Currently, several areas of human resource management require special attention. The topic of employee well-being and mental health is becoming increasingly important within HRM, as organizations emphasize comprehensive support for the physical and psychological well-being of employees as a key prerequisite for their satisfaction and performance. Digital tools and structured interventions are crucial for assessing and improving workplace well-being (Floridou et al., 2025; Wen et al., 2025). Work–life balance, a critical factor in employee satisfaction and productivity, is increasingly prioritized in HR strategies (Kamboj et al., 2025). Talent acquisition and retention strategies play a crucial role in HRM, as effectively acquiring and retaining talented employees is crucial for the long-term growth, innovation, and competitiveness of an organization. AI enhances recruitment efficiency and diversity, although it presents challenges in terms of bias and ethical considerations (Choudhari et al., 2025). Organizations are focusing on flexible work practices and employee engagement to retain talent (Deery & Jago, 2015). The topic of legal and ethical challenges in HRM is gaining importance, as organizations must ensure responsible and transparent management of human resources in accordance with legal regulations and ethical principles, especially in the context of the growing use of technology and artificial intelligence. The deployment of AI in HRM raises ethical concerns, including bias in algorithmic decision-making and privacy issues (Benzel & Rege, 2025). Organizations face challenges in maintaining compliance with evolving legal standards in HR practices (Antoniuk et al., 2025). Transformations in HRM emphasize the need for adaptable strategies and innovative approaches to human resource management. Organizations that effectively combine technology, employee support, and ethical principles achieve better engagement and performance. Thus, HRM is gradually redefining its role in the modern workplace.

2. Articles in the Special Issue

The Special Issue “New Challenges and Directions in the Development of Human Resource Management” offers a collection of current, relevant, and scientific articles that address the dynamically changing HRM environment, technological innovations, workforce diversity, and the challenges of sustainable employability.

The COVID-19 pandemic’s impacts on working life have highlighted the need for adaptation and resilience in both organizations and individuals. In the article “Applying IS-Enabled Telework during COVID-19 Lockdown Periods and Beyond: Insights from Employees in a Greek Banking Institution”, Stamos and Kotsopoulos analyze the implementation of information system-enabled telework and show how flexible digital solutions can support the continuity of work processes whilst requiring new competencies and adaptability.

Employee well-being and its connection to work effectiveness is explored by Ortiz-Meillon et al. in the article “The Level of Happiness and Its Relationship with Personal and Occupational Well-Being in Women Leaders at a Mexican University: An Exploratory Study”. Their results show that subjective well-being and happiness significantly influence performance and leadership ability, highlighting the importance of diversity and gender equality in HR management.

In the context of digital transformation, Krejnus et al., in the article “Measuring Efficiency and Satisfaction in the Context of Digital Transformation”, examine how the implementation of digital tools affects employee performance and satisfaction and identify key factors for the successful adoption of technological change.

In the article “Preferences of Generations of Customers in Slovakia in the Field of Marketing Communication and Their Impact on Consumer Behaviour”, Cagala and Babcanova analyze how different generations of customers and employees respond to organizational strategies, and they provide practical recommendations for HR managers Behaviour.

Digital innovations for improving employee motivation, engagement, and productivity are addressed by Stachova et al. in the article “The Impact of E-HRM Tools on Employee Engagement”. They provide a framework for understanding how digital HRM tools, such as digital interaction platforms and big data analytics, can be strategically implemented to enhance organizational performance whilst highlighting the complex relationship between technology and employee engagement.

Organizational structures and control mechanisms are examined by Vranakova et al. in the article “Incorporation of Controlling into the Organizational Structures of Industrial Enterprises”, who show that effective integration of controlling functions supports decision-making and modernizes HR processes.

The benefits of ergonomic design and its impact on employee productivity and satisfaction are the subject of the study by Markova et al., “The Impact of Ergonomic Rationalisation on the Efficiency and Productivity of the Production Process”, which proves that improvements to the working environment lead to higher performance and reduce the risk of occupational accidents Rationalisation.

An overview of systemic resilience and adaptation during crises is presented in the article “Resilience During Crisis: COVID-19 and the New Age of Remote Work in Higher Education—A Systematic Literature Review” by Okeke-Uzodike and Ngo Henha, which summarizes factors for a successful transition to distance learning and recommendations for future crisis situations.

An analysis of the labor market and digital competencies is conducted in the article “Analysis of Labour Market Expectations in the Digital World Based on Job Advertisements” by Musinszki et al., which examines the requirements of employers in the digital age and provides an overview of the key skills that are currently in demand in the labor market Labour.

Finally, in the article “Selected Attributes of Human Resources Diversity Predicting Locus of Control from a Management Perspective”, Gyurak Babelova et al. examine how different aspects of diversity influence perceptions of control over one’s work and highlight the importance of diversity for employee adaptability and motivation.

We would like to thank the authors, reviewers, and editorial team for their contributions to this Special Issue. We believe it will provide inspiration and practical insights for research and practice in the field of HRM.