Search Results (4)

The digital maturity of Human Resource Management (HRM) is a critical determinant of organisational success in today’s digital age. This paper aims to contribute to the limited literature on the “digital maturity” of HRM by identifying emerging themes and success factors of HRM in the digital age. Drawing on data from 190 journal articles for 2017–2024, this paper identifies three motor themes shaping contemporary HRM: (1) Digital Transformation and Competition, (2) Innovation and Performance Management, and (3) COVID-19 Adaptive Human Resource Management. These findings indicate the multidimensionality of HR digital maturity—from focusing on technology and people to fostering innovation and crisis management. Several factors require attention to improve the digital maturity of HR, including HR strategy and governance; talent management, diversity, and safety; employee adoption and competencies; conflict resolution and stakeholder engagement; and HR practitioners’ competencies. Strategic investment in these pillars is necessary not only to facilitate organisational adaptation to digital transformation but also for harnessing the benefits of emerging technologies to drive innovation and long-term success in the post-COVID era. Full article

This study examines the role of using algorithmic human resource management (HRM) to make strategic decisions concerning firms’ human resource (HR) activities. This study develops a scale to measure algorithmic HRM usage in its first phase. In the second phase, it is found that algorithmic HRM usage significantly impacts strategic HR decision-making, which helps and enables firms to create a competitive advantage. Utilizing the authors’ LinkedIn profiles, 234 participants were included in the fieldwork. Collected data were analyzed by applying partial least squares structure equation modeling (PLS-SEM). The mediating roles of HR strategic decision-making and HR digital maturity as moderators in enabling the impact of algorithmic HRM on the firm’s competitive advantage have been corroborated. This study finds a strong relationship between algorithmic HRM usage and competitive advantage, a significant relationship between algorithmic HRM usage and strategic HR decision-making, and a significant relationship between strategic HR decision-making and competitive advantage. The moderating role of HR digital maturity was insignificant in this research, paving the way for future research. This research, the model, and its findings contribute to the theory and implicate the practicality of algorithmic HRM. It is one of few papers addressing algorithmic HRM usage in a transitioning economy like Saudi Arabia. Full article

The COVID-19 pandemic has significantly affected the employee lifecycle management (ELM) sphere, leading to the adoption of new human resource (HR) technologies and policies. This study investigates the impact of megatrends, artificial intelligence, digital technologies, and innovation on ELM and human resource management (HRM) policies in China, Russia, and Indonesia. Data were collected through structured interviews and publicly available information from companies in these countries between 2021 and 2022. The study evaluates the effects of artificial intelligence (AI), digital transformation (DT), and innovations on the sustainable development of ELM and identifies differences in technological responses to ELM in companies depending on their level of digital maturity. The results show that the majority of companies have continued the process of ELM digital transformation, but the percentage varies based on the scope of activity, labor, and readiness of the country to implement new technologies. The study reveals that large companies in each analyzed country with over 10,000 employees have a greater need and opportunity to implement HR digital transformation, whereas small companies with up to 100 people can operate without automation. In addition, the findings of this study provide propositions for designing how AI and innovations contribute to ELM. This article contributes to the current debate in the literature by substantiating the positive impact of AI, digital technology, and innovation on ELM and HRM strategies, offering practical applications for companies to improve productivity. Overall, this study highlights the importance of adopting innovative HR technologies in response to global challenges and workplace trends. Full article

In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed. Full article