Impact of Artificial Intelligence on Human Resources

Author(s):  
Sapna Khatri ◽  
Devendra Kumar Pandey ◽  
Daniel Penkar ◽  
Jaiprakash Ramani
Author(s):  
Nagla Rizk

This chapter looks at the challenges, opportunities, and tensions facing the equitable development of artificial intelligence (AI) in the MENA region in the aftermath of the Arab Spring. While diverse in their natural and human resource endowments, countries of the region share a commonality in the predominance of a youthful population amid complex political and economic contexts. Rampant unemployment—especially among a growing young population—together with informality, gender, and digital inequalities, will likely shape the impact of AI technologies, especially in the region’s labor-abundant resource-poor countries. The chapter then analyzes issues related to data, legislative environment, infrastructure, and human resources as key inputs to AI technologies which in their current state may exacerbate existing inequalities. Ultimately, the promise for AI technologies for inclusion and helping mitigate inequalities lies in harnessing grounds-up youth entrepreneurship and innovation initiatives driven by data and AI, with a few hopeful signs coming from national policies.


2020 ◽  
Vol 8 (2) ◽  
pp. 191-212
Author(s):  
Alessandra Miasato ◽  
Fabiana Reis Silva

The purpose of this article is to reflect on the use of artificial intelligence in the process of hiring and on how biased algorithms can pose a great risk of discrimination to particular groups if artificial intelligence is not used properly with an emphasis on labour relations. Based on current research, we present the wide range of uses how AI technology can be deployed in the search for employees who satisfy the needs of employers on the labour market. The various manifestations of bias in AI implementations utilized in the field of human resources as well as their causes are presented. We conclude that in order to avoid discrimination due to either wilful programmer behaviour or implicit in the data used to train AI agents, the observance of legal and ethical norms, as outlined in tentative projects underway worldwide, is necessary.


Author(s):  
Anant Deogaonkar ◽  
Sampada Nanoty ◽  
Archana Shrivastava ◽  
Geetika Jain

The expeditious proliferation of artificial intelligence in the mainstream has rejigged the simplest processes of the various sectors in the most efficient way. With the advent of the era of cybernation, the work culture has been curbed with the timely developments and upgradation of the technology. Cybernation has propelled the growth of every respective sector of the vast corporate diaspora with time. The main aim of the cybernation being that of smoothening the complex, bulk tasks which exploit mass human energy, has seen much success in its purpose so far. But certain domains of the corporate diaspora still await the technological transformation of their respective processes. One such prominent domain and the real fuel of the corporate diaspora, the human resource has yet to expand its purview to imbibe and imbue cybernation in its certain processes. Human resource domain being the custodian of the corporate, wherein it is for the people and by the people though with the niche of Industry 4.0 beholds more space to expand the angle of understanding the term resource for the human, than human as an element of resource in itself. Multifarious human resource processes can be enhanced further with apt utility of digitization in order to optimize the user interface and user experience, boosting the overall employee experience amidst the corporate. Several certain customary functions of the human resources entail the adaptation of automation in more nuanced way to evolve parallel with the digitalization. Moreover, the millennial era further looks up to a transformed human resource with higher echelons of functions to be performed, digitally evolved jobs, an automated work environment, work culture well acquainted with the artificial intelligence. The effect of cybernation on the business acumen of futuristic human resource leaders, working in the rapid concurrent era of disruptions, without losing the human touch, will carve the future human resource structure. Therefore, the intent of this chapter is to study the detailed implications of automation, digitalization, and cybernation in the domain of human resources and to study and examine the dynamically changing HR functions with technological interventions and disruptions by proposing a literature review.


2022 ◽  
pp. 222-230
Author(s):  
Himani Saini ◽  
Preeti Tarkar

Artificial intelligence is a branch of science and technology that has been used effectively over the decades in various fields, and now it has become an indispensable part of organizational practices as it is one of the leading technologies in the current era, and now there is an emerging trend of applying AI technologies within the businesses. The central necessity of human resource management is also majorly based on technological approaches as it became a potential need for any human resources department to perform its role in the development of the whole organization. Technologies based on AI are and will be the smart system of the future and it's also changing the processes of human resource management by making it more dependent on advanced technologies. Through the chapter, the researcher will get to know the artificial technologies being practiced in HR practices and explore the probable and potential of technicality of AI in HRM and also the challenges associated with AI in HRM and its future possibilities.


2022 ◽  
pp. 231-246
Author(s):  
Swati Bansal ◽  
Monica Agarwal ◽  
Deepak Bansal ◽  
Santhi Narayanan

Artificial intelligence is already here in all facets of work life. Its integration into human resources is a necessary process which has far-reaching benefits. It may have its challenges, but to survive in the current Industry 4.0 environment and prepare for the future Industry 5.0, organisations must penetrate AI into their HR systems. AI can benefit all the functions of HR, starting right from talent acquisition to onboarding and till off-boarding. The importance further increases, keeping in mind the needs and career aspirations of Generation Y and Z entering the workforce. Though employees have apprehensions of privacy and loss of jobs if implemented effectively, AI is the present and future. AI will not make people lose jobs; instead, it would require the HR people to upgrade their skills and spend their time in more strategic roles. In the end, it is the HR who will make the final decisions from the information that they get from the AI tools. A proper mix of human decision-making skills and AI would give organisations the right direction to move forward.


Author(s):  
Oksana Chulanova

The article discusses the capabilities of artificial intelligence technologies - technologies based on the use of artificial intelligence, including natural language processing, intellectual decision support, computer vision, speech recognition and synthesis, and promising methods of artificial intelligence. The results of the author's study and the analysis of artificial intelligence technologies and their capabilities for optimizing work with staff are presented. A study conducted by the author allowed us to develop an author's concept of integrating artificial intelligence technologies into work with personnel in the digital paradigm.


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