Human Resources and Artificial Intelligence—What Ties Will the Future Bring?

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (15 September 2024) | Viewed by 24380

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1. Portugal ISPA–Instituto Universitário, Universidade de Aveiro, P R. Jardim do Tabaco 34, 1149-041 Lisbon, Portugal
2. Instituto Superior Manuel Teixeira Gomes, Portimão, Portugal
Interests: organizational behavior; human resources management; organizational psychology
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Guest Editor
1. Department of Economics, Management, Industrial Engineering and Tourism, University of Aveiro, 3810-193 Aveiro, Portugal
2. GOVCOPP, 3810-193 Aveiro, Portugal
Interests: innovation; sustainability; research methods; strategy and marketing
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

In view of recent and not so recent developments on artificial intelligence (AI) we may be sure it is here to stay, in the organizational context at least, as well as beyond. How technology, with Artificial Intelligence (AI), has swept through companies and HR departments has triggered a significant change in the processes and decision-making.

How will human resources (HR) be affected? Are we all under threat? Our jobs, our livelihood? Or may we learn and leverage artificial intelligence to further ourselves and our quality of life?

AI is being used in recruitment, in marketing, in strategy. Chatbots (e.g., ChatGPT) are one form of usage, for example for content marketing. But there are many more forms and uses for AI.

Can human resources intermingle with AI and create distinct understandings and new organizational culture-types?

The future will tell. What we seek is glimpses of that no so distant future and where we might be heading, in the longer term.

Is this really the end of civilization as we know it?

The changes bring with them the need to understand the perception of candidates when placed in a scenario where all or part of a decision that influences their future in an organization is now made by technologies based on or supported by AI (Al-Alawi et al., 2021). Some studies have identified the use of AI as an asset in recruitment and selection (R&S) processes (Pan et al., 2022).

In theory, candidates will benefit due to the more remarkable ability of machines to identify the talent needed in the organization, conducting the process with transparency, fairness, and less bias and prejudice than traditional methods (Jain et al., 2021; Lee, 2011; van Esch et al., 2018). On the other hand, other scholars have been reluctant about the preponderance of this technology and its interference in the person-to-person relationship (Delecraz et al., 2022), the way it will irreversibly affect the R&S market (Hmoud and Laszlo, 2019), and the ethical issues latent in this whole topic (Tambe et al., 2019).

Please submit your articles on AI and HR so we may be better prepared for what is to come – and for what is already a part of our daily work lives.

Articles in the following areas will be accepted:

  • AI and HR recruitment and selection
  • AI and the future of employment
  • AI and leadership
  • AI and organizational culture
  • AI and the future of humankind
  • AI and future applications
  • AI and the health sector
  • AI and smart manufacturing
  • AI and smart cities
  • AI and the future of education
  • AI and smart tourism

(Though not only restricted to these areas)

A search on the Scopus database with the terms "artificial intelligence" AND "human resource" AND future revealed 427 documents.

An interesting and relevant review is provided by the following reference:

Zhai, Y., Zhang, L., Yu, M. (2024). AI in Human Resource Management: Literature Review and Research Implications. Journal of the Knowledge Economy, https://doi.org/10.1007/s13132-023-01631-z

Other interesting references: 

Al-Alawi, A. I., Naureen, M., Alalawi, E. I., & Naser Al-Hadad, A. A. (2021). The Role of Artificial Intelligence in Recruitment Process Decision-Making. 2021 International Conference on Decision Aid Sciences and Application, DASA 2021, 197–203. https://doi.org/10.1109/DASA53625.2021.9682320.

Benbya, H., Strich, F., Tamm, T. (2024). Navigating Generative Artificial Intelligence Promises and Perils for Knowledge and Creative Work. Journal of the Association for Information Systems, 25(1), pp. 23–36, 13.

Delaim, K.Al Mubarak, M.Binsaddig, R. (2024). Artificial Intelligence Application to Reduce Cost and Increase Efficiency in the Medical and Educational Sectors. Studies in Systems, Decision and Control,487, pp.151-162.

Delecraz, S., Eltarr, L., Becuwe, M., Bouxin, H., Boutin, N., & Oullier, O. (2022). Responsible Artificial Intelligence in Human Resources Technology: An innovative inclusive and fair by design matching algorithm for job recruitment purposes. Journal of Responsible Technology, 11. https://doi.org/10.1016/j.jrt.2022.100041.

Hmoud, B., & Laszlo, V. (2019). Will Artificial Intelligence Take Over Humanresources Recruitment and Selection? Network Intelligence Studies, VII(13), 21–30. https://www.researchgate.net/publication/
337931190_WILL_ARTIFICIAL_INTELLIGENCE_TAKE_OVER_HUMANRESOURCES_RECRUITMENT_AND_SELECTION
.

Jain, E., Chopra, T., & Sharma, S. K. (2023). Reinventing Human Resource Management in the Era of Artificial Intelligence. Proceedings of the International Conference on Application of AI and Statistical Decision Making for the Business World, ICASDMBW 2022, 16-17 December 2022, Rukmini Devi Institute of Advanced Studies, Delhi, India. https://doi.org/10.4108/eai.16-12-2022.2326241.

Lee, I. (2011). Modeling the benefit of e-recruiting process integration. Decision Support Systems, 51(1), 230–239. https://doi.org/10.1016/j.dss.2010.12.011.

Pan, Y., Froese, F., Liu, N., Hu, Y., & Ye, M. (2022). The adoption of artificial intelligence in employee recruitment: The influence of contextual factors. International Journal of Human Resource Management, 33(6), 1125–1147. https://doi.org/10.1080/09585192.2021.1879206.

Tambe, P., Cappelli, P., & Yakubovich, V. (2019). Artificial intelligence in human resources management: Challenges and A path forward. California Management Review, 61(4), 15–42. https://doi.org/10.1177/0008125619867910

van Esch, P., & Mente, M. (2018). Marketing video-enabled social media as part of your e-recruitment strategy: Stop trying to be trendy. Journal of Retailing and Consumer Services, 44, 266–273. https://doi.org/10.1016/j.jretconser.2018.06.016

We request that, prior to submitting a manuscript, interested authors initially submit a proposed title and an abstract of 300–500 words summarizing their intended contribution. Please send it to the guest editors (amoreira@ispa.pt) or to Administrative Sciences editorial office (admsci@mdpi.com). Abstracts will be reviewed by the guest editors for the purposes of ensuring proper fit within the scope of the special issue. Full manuscripts will undergo double-blind peer-review.

Prof. Dr. Ana Maria da Palma Moreira
Dr. Manuel Au-Yong-Oliveira
Guest Editors

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Keywords

  • organizational culture
  • leadership
  • recruitment
  • development
  • adaptation
  • capabilities

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Published Papers (5 papers)

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Research

20 pages, 4000 KiB  
Article
Female Human Capital in the Tourism Sector: A Bibliometric Analysis of the Literature
by Raquel Santiago-Romo, Jakson Renner Rodrigues Soares, María Dolores Sánchez-Fernández and José Ramón-Cardona
Adm. Sci. 2025, 15(4), 138; https://doi.org/10.3390/admsci15040138 - 8 Apr 2025
Viewed by 286
Abstract
This study aims to examine the evolution of the literature related to human capital in the field of tourism, specifically addressing the gender dimension. It represents a novel approach to this field of study and promises to offer new perspectives and contribute to [...] Read more.
This study aims to examine the evolution of the literature related to human capital in the field of tourism, specifically addressing the gender dimension. It represents a novel approach to this field of study and promises to offer new perspectives and contribute to the debate on tourism management with equality of opportunity. To achieve this aim, a quantitative methodology was applied through a bibliometric analysis of 234 articles, published between 2020 and 2024, extracted from Web of Science and Scopus. Among the main results, a high level of collaboration and research on the topic, with a stable and growing trend, was observed. Influential journals include the Journal of Sustainable Tourism, Sustainability, and the International Journal of Contemporary Hospitality Management. Future research is suggested to focus on the impact of the female human capital on tourism management, as well as a qualitative analysis for a better understanding of the topic. Full article
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16 pages, 584 KiB  
Article
Artificial Intelligence and Its Role in Shaping Organizational Work Practices and Culture
by Obrain Tinashe Murire
Adm. Sci. 2024, 14(12), 316; https://doi.org/10.3390/admsci14120316 - 28 Nov 2024
Cited by 1 | Viewed by 14511
Abstract
The advent of Artificial Intelligence (AI) is profoundly transforming organizational landscapes, significantly influencing work practices and triggering cultural shifts. This study explores the role of AI in reshaping organizational work practices and examines the resulting cultural transformation. Through a systematic literature review, this [...] Read more.
The advent of Artificial Intelligence (AI) is profoundly transforming organizational landscapes, significantly influencing work practices and triggering cultural shifts. This study explores the role of AI in reshaping organizational work practices and examines the resulting cultural transformation. Through a systematic literature review, this study synthesizes existing research to provide a comprehensive understanding of AI’s impact on organizational landscapes. A systematic literature review was conducted, analyzing peer-reviewed articles, books, and conference papers to identify key themes related to AI-driven changes in work practices, including automation, decision making, and employee roles. It also explores how these changes influence organizational culture, particularly shifts toward innovation, agility, and continuous learning, alongside challenges like resistance to change and ethical concerns. While AI adoption promises benefits such as enhanced efficiency, productivity, and innovation, it also presents significant challenges related to cultural alignment, employee resistance, ethical concerns, and leadership communication. Effective leadership, transparent communication, and investments in skills development emerge as pivotal strategies for overcoming these obstacles and ensuring successful AI implementation. The findings offer insights into the complex interplay between AI adoption and cultural transformation, highlighting gaps in the current research and suggesting directions for future studies. This study serves as a valuable resource for academics and practitioners seeking to understand the broader implications of AI on organizational structures and culture. Full article
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34 pages, 1592 KiB  
Article
Why Do Swiss HR Departments Dislike Algorithms in Their Recruitment Process? An Empirical Analysis
by Guillaume Revillod
Adm. Sci. 2024, 14(10), 253; https://doi.org/10.3390/admsci14100253 - 9 Oct 2024
Viewed by 2263
Abstract
This study investigates the factors influencing the aversion of Swiss HRM departments to algorithmic decision-making in the hiring process. Based on a survey provided to 324 private and public HR professionals, it explores how privacy concerns, general attitude toward AI, perceived threat, personal [...] Read more.
This study investigates the factors influencing the aversion of Swiss HRM departments to algorithmic decision-making in the hiring process. Based on a survey provided to 324 private and public HR professionals, it explores how privacy concerns, general attitude toward AI, perceived threat, personal development concerns, and personal well-being concerns, as well as control variables such as gender, age, time with organization, and hierarchical position, influence their algorithmic aversion. Its aim is to understand the algorithmic aversion of HR employees in the private and public sectors. The following article is based on three PLS-SEM structural equation models. Its main findings are that privacy concerns are generally important in explaining aversion to algorithmic decision-making in the hiring process, especially in the private sector. Positive and negative general attitudes toward AI are also very important, especially in the public sector. Perceived threat also has a positive impact on algorithmic aversion among private and public sector respondents. While personal development concerns explain algorithmic aversion in general, they are most important for public actors. Finally, personal well-being concerns explain algorithmic aversion in both the private and public sectors, but more so in the latter, while our control variables were never statistically significant. This said, this article makes a significant contribution to explaining the causes of the aversion of HR departments to recruitment decision-making algorithms. This can enable practitioners to anticipate these various points in order to minimize the reluctance of HR professionals when considering the implementation of this type of tool. Full article
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20 pages, 1510 KiB  
Article
Fintech: Evidence of the Urgent Need to Improve Financial Literacy in Portugal
by Mariana Costa, Manuel Au-Yong-Oliveira and Ana Moreira
Adm. Sci. 2024, 14(5), 99; https://doi.org/10.3390/admsci14050099 - 13 May 2024
Viewed by 2500
Abstract
Fintech has revolutionized the financial sector, providing a new way of providing banking services. Since Fintech can provide the same services as traditional banks but entirely online, it is a competitor. As a result, consumers’ relationships with banking have inevitably changed, and it [...] Read more.
Fintech has revolutionized the financial sector, providing a new way of providing banking services. Since Fintech can provide the same services as traditional banks but entirely online, it is a competitor. As a result, consumers’ relationships with banking have inevitably changed, and it is therefore relevant to analyze these changes. The main objective of this study is to understand people’s perceptions of Fintech, their level of knowledge about it, and the impact of its emergence on traditional banking. The study sample consisted of 174 participants. A quantitative methodology was used to test the hypotheses formulated. The results show that participants who know about Fintech and perceive it as safe have a greater intention of changing banks. On the other hand, they perceive that supervision and regulation in traditional banks is higher than in Fintech. Among the reasons for becoming a Fintech customer, the most mentioned were lower costs and the fact that they provide greater convenience and ease of use. It will be in Fintech’s interest to continue working with regulators so that the sector makes progress in this area and consumers can recognize greater equality between traditional banks and Fintech in the future. Full article
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30 pages, 3050 KiB  
Article
Unlocking HRM Challenges: Exploring Motivation and Job Satisfaction within Military Service (LAF)
by Jean Dagher, Nada Mallah Boustani and Chadi Khneyzer
Adm. Sci. 2024, 14(4), 63; https://doi.org/10.3390/admsci14040063 - 26 Mar 2024
Cited by 2 | Viewed by 3598
Abstract
This research investigates the intricacies of motivation and job satisfaction among military service members within the Lebanese Armed Forces (LAF) amidst various challenges. Employing an intrinsic–extrinsic framework, the study adopts a sequential mixed-method design. Interviews were conducted with 42 LAF service members, a [...] Read more.
This research investigates the intricacies of motivation and job satisfaction among military service members within the Lebanese Armed Forces (LAF) amidst various challenges. Employing an intrinsic–extrinsic framework, the study adopts a sequential mixed-method design. Interviews were conducted with 42 LAF service members, a Focus Group was convened with 12 LAF subject matter experts, and a survey was administered to 3880 LAF service members across the country. The findings underscore the significance of monetary rewards and praise as primary motivators. Notably, the expectation of rewards emerges as a crucial motivating factor closely linked to job satisfaction, while intrinsic factors exhibit comparatively lesser influence. Salary emerges as the foremost determinant of job satisfaction. Moreover, economic challenges, particularly the drastic decline in purchasing power, serve as a significant moderating factor, adversely impacting the relationship between motivation and job satisfaction. Health challenges, such as the scarcity and increased prices of medical supplies, also exert a negative moderating influence. Conversely, security challenges demonstrate no significant moderating impact. Insights gleaned from the Lebanese context emphasize the importance of offering competitive salaries and recognition programs, ensuring equitable compensation, designing reward systems aligned with performance expectations, regularly reviewing, and adjusting salary structures, providing comprehensive support for employees’ physical and mental well-being, and fostering a secure work environment. Full article
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