Smart HR 4.0 – how industry 4.0 is disrupting HR

2018 ◽  
Vol 26 (4) ◽  
pp. 7-11 ◽  
Author(s):  
Brijesh Sivathanu ◽  
Rajasshrie Pillai
Keyword(s):  
Conceptual Framework ◽  
Human Resource ◽  
Leadership Style ◽  
Industry 4.0 ◽  
Emerging Technologies ◽  
Talent Development ◽  
Content Type ◽  
Body Of Knowledge ◽  
Employee Attrition ◽  
Strategic Role

Purpose This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition. Design/methodology/approach The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process. Findings An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth. Originality/value This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.

Transforming human resources management in the age of Industry 4.0: a matter of survival for HR professionals

2020 ◽  
Vol 19 (6) ◽  
pp. 273-278
Author(s):  
Placide Poba-Nzaou ◽  
Malatsi Galani ◽  
Anicet Tchibozo
Keyword(s):  
Human Resource ◽  
Industry 4.0 ◽  
Design Methodology ◽  
Industrial Revolution ◽  
Human Resources Management ◽  
Strategic Positioning ◽  
Content Type ◽  
Resources Management ◽  
Strategic Role ◽  
Willingness To Use

Purpose This study aims to contribute to the old debate about the need for transformation of human resource (HR) professionals and HR services. It proposes the advent of people analytics as an unprecedented opportunity to support this transformation toward a more strategic positioning. Design/methodology/approach This paper carried out a review of the use or willingness to use analytics by HR professionals. Findings Although HR professionals have been able to transform themselves over the years from a posture largely dominated by the administrative role, to one that includes compliance, the transformation remains insufficient considering the challenges faced by organizations. The advent of the fourth industrial revolution has put people back at the center of organizations’ concerns, but HR seems to be neither equipped nor ready to seize this unprecedented opportunity to play a more strategic role. Originality/value Transforming human resource management to fit Industry 4.0 is not a necessity, but a matter of survival for HR professionals.

Heritagisation of pop culture by museums and an analysis of visitor feedback

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David S. Waller ◽  
Helen J. Waller
Keyword(s):  
Conceptual Framework ◽  
Cultural History ◽  
Pop Culture ◽  
The Body ◽  
Cultural Institutions ◽  
Visitor Experience ◽  
Content Type ◽  
Body Of Knowledge ◽  
Online Comments ◽  
Victoria And Albert Museum

PurposeIn recent years, there has been a “heritagisation” of pop culture, including music, whereby cultural institutions, such as galleries and museums in primarily Western countries, have run exhibitions based on pop culture to successfully market to a new audience of visitors. The purpose of this qualitative study is to explore the issue of the “heritagisation” of pop culture by museums and observe visitor response to a specific music-related exhibition, linking intangible and tangible elements of the exhibition to provide a framework to understand the visitor experience.Design/methodology/approachThe purpose will be achieved by observing the “heritagisation” of pop culture in the literature and past exhibitions, proposing how cultural institutions have linked the intangible and tangible elements of music in pop culture for an exhibition and observe visitors' feedback from online comments posted on Tripadvisor undertaken during the original “David Bowie is” exhibition at the Victoria and Albert Museum (V&A), London.FindingsFrom the Leximancer analysis, a new conceptual framework for visitor experience at an exhibition was developed, which contains three visitor-related categories: pre-exhibition, exhibition space and exhibition experience, with five themes (tickets, exhibition, displayed objects, David Bowie and visitors) and 41 text concepts.Practical implicationsFor cultural institutions the implications are that there can be opportunities to curate exhibitions on pop culture or music-related themes, which can include intangible and tangible elements, such as songs, videos, tickets, costumes, musical instruments and posters. These exhibitions can also explore the changing socio/political/historical/cultural background that contextualises pop cultural history.Originality/valueThis theory-building study advances the body of knowledge as it links music in pop culture and cultural institutions, specifically in this case a highly successful music-related exhibition at a museum, and provides a theoretical model based on tangibility elements. Further, it analyses museum visitor comments by using the qualitative software program, Leximancer, to develop a new conceptual framework for visitor experience.

NCR hospital: turnaround dilemmas of a leader

2017 ◽  
Vol 7 (3) ◽  
pp. 1-24
Author(s):  
Richa Awasthy ◽  
Rajen K. Gupta
Keyword(s):  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Family Business ◽  
Subject Area ◽  
Early Years ◽  
Change Initiatives ◽  
Content Type ◽  
Specialty Hospital ◽  
Employee Attrition

Subject area Organizational diagnosis. The case addresses the issue of an outsider at a senior position in a family-run business. Study level/applicability MBA. Case overview NCR-Delhi is a multi-specialty hospital in Delhi and is essentially a family-run business. Though it had done well in the early years since its inception, it had been plagued by many problems and had undergone many changes in management and processes. An outsider joined it as the Facility Director (FD) two years ago. In these two years, he introduced multi-directional changes. However, he has not been able to achieve a complete turnaround of the hospital. The major issues facing him are financial, operational and personnel-related issues. The hospital is currently in a major financial crisis, which has been causing delays in disbursement of salaries and creating resource crunches in daily operations. Most of the patients are government empanelled patients, and collection of payments from such patients usually takes at least three months. Employee attrition and customer satisfaction are also continuing challenges. Other issues include lack of proper support and interference from top management. The FD has been showing considerable prowess and capability in leading the organization, but has not been able to achieve the desired results owing to the above factors. Expected learning outcomes To understand the frameworks and process of organizational diagnosis; to understand the influence of change initiatives on organizational culture; and to understand the complexity of family business and what happens when an outsider leader joins family business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

The role of affective commitment on the relationship between human resource management practices and informal workplace learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Workplace Learning ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

Organizational outcomes of leadership style and resistance to change (Part Two)

2015 ◽  
Vol 47 (3) ◽  
pp. 135-144 ◽  
Author(s):  
Steven H. Appelbaum ◽  
Medea Cesar Degbe ◽  
Owen MacDonald ◽  
Thai-Son NGUYEN-QUANG
Keyword(s):  
Organizational Development ◽  
Leadership Style ◽  
Resistance To Change ◽  
Organizational Outcomes ◽  
The Body ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Outcome ◽  
Body Of Knowledge ◽  
Major Factors

Purpose – Organizations must react rapidly to evolving environments by engaging in change, ranging from minor adjustments to radical transformation. Many obstacles are encountered on the path towards achieving positive organizational outcomes, among which resistance to change prevents the level of mobilization critical to achieve a successful transformation. The purpose of this two-part paper is to offer a review of the body of knowledge explaining how leadership styles may address resistance to change in order to achieve desired organizational outcomes. For this purpose, multiple organizational concepts are visited and linked through a synthesized model proposing causality relationships between the various elements. Design/methodology/approach – A range of recently published empirical and practitioner research papers were reviewed to analyse the relationships in search of the variables that affect resistance during a major organizational change. In order to synthesize and bridge many concepts that are often studied separately, an overall model is proposed to help establish causal relationships between the elements of interest influencing organizational outcomes, in the context of a change. Findings – Leadership acts as an input at multiple levels, influencing organizational outcomes both directly – by continuously shaping employee attitude throughout change – and indirectly – by regulating the antecedents and moderators of their predisposition to change. These subsequently shape the extent of resistance to change, which translates from the perception of, commitment to and involvement in the change process. The interaction of the organizational environment with these factors ultimately determines the organizational outcome resulting from the change initiatives. Research limitations/implications – The model must be tested in another empirical article to measure its effectiveness. The complexity of the model may, however, hinder the ability to successfully correlate all the concepts. Practical implications – The paper suggests an overall framework that may help leaders and organizational development practitioners identify the major factors which may be considered during a change initiative or a transformation. Social implications – This paper highlights the multi-dimensional role of leadership style in successfully achieving organizational changes. Leaders’ emotional aptitude to influence their followers and employees’ natural and contextual predisposition to change transact to shape organizational outcomes. These social elements must be carefully assessed not only prior to embarking on a change implementation, but also to proactively invest in psychologically directed organizational training and development, at all hierarchical levels. Originality/value – The synthesis model is the novel contribution of the paper. It proposes an organized approach to relate multiple close yet distinct concepts that have so far been predominantly discussed separately.

Supply chain integration and Industry 4.0: a systematic literature review

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saurabh Tiwari
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Systematic Literature Review ◽  
Industry 4.0 ◽  
Building Blocks ◽  
Supply Chain Integration ◽  
Extensive Literature ◽  
Content Type

PurposeThe current industrial revolution is powered by data, which is also referred as Industry 4.0. The Industry 4.0 has attracted significant attention from academia and the industry professionals. The supply chain integration (SCI) has played a significant role in enhancing supply chain performance and organizational performance. This study explores the relationship between Industry 4.0 and SCI via an extensive literature review to understand the various levels of integration with the supply chain processes and to identify missing links, through a framework, and suggest further research directions.Design/methodology/approachIn this paper, we have used systematic literature review approach to identify the building blocks of the conceptual framework, which is the main contribution of the present study. We have used Scopus database to search literature using keywords.FindingsThe study offers some interesting insights that may help scholars to advance theoretical debates. Moreover, the study also provides interesting direction to the practitioners engaged in supply chain management in data-driven environment. In this study, we have proposed a conceptual framework for the adoption of Industry 4.0 and SCI.Research limitations/implicationsIn this study we have proposed a conceptual framework. However, the framework is yet to be empirically tested. Hence, we caution readers to evaluate the findings of the present study in context to its limitations. This is an attempt to develop a conceptual framework which may be tested using longitudinal data.Originality/valueThe present work helps in integrating two independent subjects', i.e. Industry 4.0 and SCI. The theoretical framework presented here integrates Industry 4.0 and SCI which can be useful to the practitioners and policymakers engaged in implementing Industry 4.0.

scholarly journals Talent Management in Academia – The Indian Business School Scenario

2020 ◽  
Vol 9 (2) ◽  
pp. 184
Author(s):  
Rajiv Divekar ◽  
Ramakrishnan Raman
Keyword(s):  
Conceptual Framework ◽  
Human Resource ◽  
Business School ◽  
Performance Metrics ◽  
Business Schools ◽  
Management Strategies ◽  
Talent Development ◽  
Talent Management ◽  
Organisational Strategy

The purpose of this paper is to explore the gamut of human resource practices prevailing in private Indian Business Schools (B Schools) with specific focus on the talent management strategies adopted. The paper explores the interdependence of talent management strategies adopted by the private Indian business schools and the organisational strategy along with the metrics and scales used to measure the academic performance. The paper analyses and critiques the present scenario for lacking alignment between the vision vis-à-vis the strategies adopted for talent recruitment, talent development and retaining and rewarding talent. The paper debates on the fact that prudent talent management can help in developing a conceptual framework to augment performance of B Schools over long term by amalgamating the B school’s strategy with its performance metrics.

Learning method design for engineering students to be prepared for Industry 4.0: a Kaizen approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md. Zahid Hasan ◽  
Avijit Mallik ◽  
Jia-Chi Tsou
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Industry 4.0 ◽  
Engineering Students ◽  
Industrial Revolution ◽  
Learning Strategy ◽  
Learning Goals ◽  
High Tech ◽  
Highly Qualified ◽  
Content Type

PurposeUnderdeveloped along with developing countries face enough crisis of human resources in high-tech industries. As a result, the amount of waste is higher along with less productivity. Highly qualified and smart employees are required as the term “Industry 4.0” introduces a lot of sophisticated and complex technologies that dominates productivity. But in those countries, to cope up with this terminology; neither the educational curriculum and method of teaching has been modified nor changed yet nor will be modified soon. So, the engineering students should be introduced with the aims and technologies of Industry 4.0 and its key technologies so that they can prepare themselves as highly skilled and qualified human resources besides academic courses.Design/methodology/approachThis article mainly depicts the causes of poor technical skills of the engineering students of Bangladesh and a new learning process has been proposed. The model proposed is basically inspired by Kaizen philosophy consisting of initiation, sharing and implementation cycles. The key aspects of human resource quality and the possibility of gaining innovative human resources for smart industries are given equal priority here. The prime factor to evaluate any learning outcome is quality and this research is a structured guideline to achieve sustainable quality education needed for “Industry 4.0” to engineering students.FindingsThis paper provides statistical analysis on “Fitness of undergraduate engineering students for Industry 4.0”. After applying the proposed methodology on 130 students from different public engineering institutes of Bangladesh, the significant improvement of effectiveness in learning various topics of “Industry 4.0” besides academic studies has justified the method to be a successful one measuring by the criteria for fitness of human resource. This research aims to clarify the sustainable and work-based learning goals and methods for Science, Technology, Engineering and Management (STEM) students and professional courses.Research limitations/implicationsThis is a research where the proposed methodology was applied upon academically enrolled engineering students and the result was very satisfactory. A sustainable learning strategy for developing professional skills from academic life can result in better productivity at the beginning of a career. However, this methodology can be applied for job holders or professionals besides their office hours thus it is the future scope of this research methodology.Originality/valueThis research represents the crucial factors related to technical education and skill development for the upcoming challenges and possible remedies needed for Industry 4.0. Therefore, students should become aware of their carrier challenges and the administration concerned for education to minimize the scarcity of skilled human resources needed for the Fourth Industrial revolution.

Emerging human resource management practices in Industry 4.0

2019 ◽  
Vol 18 (4) ◽  
pp. 176-181 ◽  
Author(s):  
Geeta Rana ◽  
Ravindra Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Best Management Practices ◽  
Industry 4.0 ◽  
Management Practices ◽  
Industrial Relations ◽  
Content Type ◽  
Human Resource Management Practices

Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

Deciphering the implementation of green human resource management in an emerging economy

2017 ◽  
Vol 36 (10) ◽  
pp. 1230-1246 ◽  
Author(s):  
Mohd-Yusoff Yusliza ◽  
Nur Zahiyah Othman ◽  
Charbel Jose Chiappetta Jabbour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Emerging Economy ◽  
Employee Empowerment ◽  
Successful Implementation ◽  
Business Partner ◽  
Content Type ◽  
Hrm Practices

Purpose Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices. Design/methodology/approach A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study. Findings The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices. Originality/value As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

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