Human Resource Management Innovation and Practice in a Digital Age
A special issue of Administrative Sciences (ISSN 2076-3387).
Deadline for manuscript submissions: closed (20 December 2024) | Viewed by 18160
Special Issue Editors
Interests: graduate work-readiness; ageing; artificial intelligence and HRM; and critical skills shortages in the Asia Pacific region
Interests: the 4IR and the future of work; human resource development in emerging economies; the potential and the challenges of the emerging gig economy
Special Issue Information
Dear Colleagues,
Digital transformation associated with the Fourth Industrial Revolution (4IR), such as artificial intelligence (AI), machine learning (ML), and generative technologies, has been a key strategic driver of innovation within public, for-profit, and not-for-profit sectors worldwide (Nankervis et al., 2019). This transformation has the potential to result in both positive and negative consequences in all organisations, careers, workplaces, jobs, education, employee skills, competencies, and capabilities—‘digital work, digital employees, and digital management’ (Fregnan et al., 2020; Hirschi, 2018; Ayentimi et al., 2023; Nankervis & Cameron, 2023). In this context, the management of human resources has attracted significant interest (see Khoruzhy et al., 2023; McDonnell et al., 2021). Nonetheless, Fedorova and Koropets (2019) warn that the use of these technologies in human resource management (HRM) processes and practices ‘must bring benefits to the overall employee well-being and must be evaluated not only in terms of their effectiveness and efficiency but also in terms of perceived equity and fairness by all employees’ (p. 8). Two implicit themes in many studies are the importance of ethical guidelines (see Klimchak et al. 2020) for employee trust and affective commitment. This Special Issue calls for submissions examining the impacts of these technologies on HRM processes and practices.
Specific issues within developed, developing, and emerging nations to consider include, but are not limited to, the following:
- Critical strategies for managing human resources in the context of digitalisation at the national, organisational, and individual levels.
- Emerging digital challenges associated with staffing, job design, learning and development, performance management, remuneration management, and career development.
- Ethical issues surrounding the use of digital technologies, such as biases, disruption, and the technological divide in terms of access and skills.
- Impacts on HRM professional practice, including examples or case studies of successful and unsuccessful interventions.
- Perceived benefits of increased HRM efficiency and effectiveness in developed, developing, or emerging economies.
- Graduate employability challenges, such as planning for the future workforce with new jobs and new skills.
- Possible replacement or redundancy of HRM through digital displacement.
We welcome all methodologies. Empirical and conceptual papers are also welcome.
References
Ayentimi, D. T., Abadi, H. A., & Burgess, J. (2023). Decent gig work in Sub Sahara Africa? Journal of Industrial Relations, 65(1), 112–125.
Fedorova A and O Koropets (2019) Digitalization of HRM practice and its impact on employees' well-being. Conference Paper. https://doi.org/10.3846/cibmee.2019.075; https://www.researchgate.net/publication/333075755_digitisation_of_human_resources_management_practices_and_its_impact_on-employees'_well-being.
Fregnan E, S Ivaldi and G Scorattie (2020) HRM 4.0 and new managerial competencies, profile: the COMAU case. Frontiers in Psychology, Original Research 11, 78251.
Hirschi, A. (2018). The fourth industrial revolution: Issues and implications for career research and practice. The career development quarterly, 66(3), 192–204.
Khoruzhy, L. I., Khoruzhy, V. I., Kubrushko, P. F., Karataeva, O. G., & Bitkova, L. A. (2023). Comparative analysis of human capital management strategies in the context of digitalization of the national economy. Frontiers in Sociology, 8, 1114301.
Klimchak M, AK Bartlett and W MacKenzie (2020) Building trust and commitment through transparency and HR competency: a signalling framework. Personnel Review 49(9), 1897–1917.
McDonnell, A., Carbery, R., Burgess, J., & Sherman, U. (2021). Technologically mediated human resource management in the gig economy. The International Journal of Human Resource Management, 32(19), 3995–4015.
Nankervis, A. R., & Cameron, R. (2023). Capabilities and competencies for digitised human resource management: Perspectives from Australian HR professionals. Asia Pacific Journal of Human Resources, 61(1), 232–251.
Nankervis, A., Prikshat, V., & Dhakal, S. (2019). Mapping stakeholders of graduate work-readiness (GWR). The Transition from Graduation to Work: Challenges and Strategies in the Twenty-First Century Asia Pacific and Beyond, 31–42.
Submission of Papers open: 1 November 2023–30 June 2024
Prof. Dr. Alan Nankervis
Prof. Dr. John Burgess
Dr. Subas Dhakal
Guest Editors
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Keywords
- HRM
- policies
- innovation
- digital era
- public sector
- not-for-profit Sector
- developing and emerging economies
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