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.

Evolving manufacturing mobility in Industry 4.0: the case of process industries

2019 ◽  
Vol 31 (1) ◽  
pp. 52-71 ◽  
Author(s):  
João Barata ◽  
Paulo Rupino Cunha ◽  
Sharon Coyle
Keyword(s):  
Industry 4.0 ◽  
Design Methodology ◽  
Business Processes ◽  
Industrial Revolution ◽  
Continuous Manufacturing ◽  
Process Industries ◽  
Content Type ◽  
Paper Manufacturing ◽  
And Control ◽  
Practical Implications

Purpose The purpose of this paper is to present an approach to incorporating mobility into continuous manufacturing following the advent of Industry 4.0 (I4.0). Design/methodology/approach The investigation is based on a year-long canonical action research into a paper-manufacturing company implementing core I4.0 technologies. Findings The findings show how to: classify manufacturing mobility strategy based on the dimensions of team, task and control; design business processes enabled by mobile cyber–physical resources; involve different stakeholders in modeling mobility; and create a comprehensive guide to assist in implementing the mobile digitalization required by I4.0. Research limitations/implications Despite the complexity, richness and depth of the insights obtained in this research for mobility management in process industries, this inquiry was conducted in a single organization. Practical implications As the fourth industrial revolution encourages decentralization and increased interaction between humans and machines, this paper presents a model to capture the mobility potential in manufacturing. The tools proposed in this research can be used to steer investments in industry transformations that fuse the physical and digital worlds, overcoming mobility constraints. Originality/value Theoretically, this paper expands the concept of manufacturing mobility in I4.0. In practice, it proposes a participative roadmap to assist technology management in increasingly decentralized environments, identifying the intertwined network of cyber–physical actors, processes and services.

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.

scholarly journals ADVANCING SUSTAINABILITY INNOVATION WITHIN THE ORGANIZATIONAL LEARNING SPHERE

2020 ◽  
Vol 3 (1) ◽  
pp. 23-32
Author(s):  
Petulia Blake ◽  
Jonathan Gano-an
Keyword(s):  
Organizational Behavior ◽  
Organizational Performance ◽  
Human Resource ◽  
Industrial Revolution ◽  
Human Resources Management ◽  
Human Resource Professionals ◽  
Resources Management ◽  
Human Resource Department ◽  
Environment Sustainability

In light of the fourth industrial revolution, human resources management (HRM) is considered to be an integral part of any competitive organization and it is responsible for shaping organizational behavior and culture. With the increasing awareness of the industrial impact on the environment, sustainability innovation is a vital discourse for scholars, academicians, and practitioners. This work uses literature from diverse schools of thought that explored the role of the human resource discipline in advancing sustainability innovation. This paper also presents a unique model for human resource and talent development practitioners towards an authentic response to eco-sustainability innovation. A contextualized matrix on implications for sustainability (Crew 2010) incorporating special approaches for sustainability innovation (McCarthy, Garavan, and O’Teele, 2003), green initiatives of human resource department (Milliman, 2013) and the promotion of sustainability culture (Blake, 2016) was outlined that serves as authentic approach to eco-sustainability for practitioners to realistically carry out human resource initiatives in their respective organization. This study further directs human resource professionals to act as boundary spanners in order to facilitate strategic teams who are paramount to responding to the external environment for organizational performance.

Human resources and Industry 4.0: an exploratory study in the Brazilian business context

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Carmona Pio ◽  
Izabela Simon Rampasso ◽  
Gustavo Tietz Cazeri ◽  
Luis Antonio Santa-Eulalia ◽  
Milena Pavan Serafim ◽  
...  
Keyword(s):  
Human Resources ◽  
Industry 4.0 ◽  
Management Practices ◽  
Employee Performance ◽  
Human Resources Management ◽  
Transition Process ◽  
Content Type ◽  
Resources Management ◽  
Business Context ◽  
Criteria Importance

PurposeThe present study aimed to evaluate how Brazilian companies from different sectors are developing human resources practices in the context of Industry 4.0 and which of these practices allows better differentiate of companies.Design/methodology/approachAfter a systematic literature review to identify the most important human resources practices in the context of Industry 4.0, a survey with professionals from human resources area of companies operating in Brazil was carried out. Data analysis was performed through frequency evaluation and CRITIC method (Criteria Importance Through Intercriteria Correlation). CRITIC method was used to identify the practices that best differentiate the studied companies.FindingsThe analysed companies are in different evolutionary stages regarding how human resources management practices are adapting to the Industry 4.0 context. Few companies have presented reliable results to better support the transition process. Practices related to evaluating employee performance in this context, estimating the needs of financial resources and time for the training required by Industry 4.0 and establishing systems to recognise talents among employees who already work for the company are the practices that best differentiate companies.Originality/valueThere are few studies on this topic for Brazilian context. The information presented in this article can be useful for professionals and researchers.

Contentment of employees vs their prosumeric activity in the scope of recommending an employer

2017 ◽  
Vol 32 (5) ◽  
pp. 742-751 ◽  
Author(s):  
Agnieszka Izabela Baruk
Keyword(s):  
Statistical Analysis ◽  
Design Methodology ◽  
Human Resources Management ◽  
Primary Data ◽  
Content Type ◽  
Resources Management ◽  
Analysis Of Results ◽  
Applied Approach ◽  
Business To Business

Purpose This paper aims to identify dependences between recommending an employer by employees and the level of their contentment; indicate the determinants of the level of employees’ contentment; and define the hierarchical order of identified determinants of the level of employees’ contentment. Design/methodology/approach To prepare the theoretical part, the method of cognitive-critical analysis of worldwide subject literature from the field of marketing, personal marketing, management and human resources management was used, whereas to prepare the empirical part, the following research methods were used: a questionnaire (to gather primary data) and the method of statistical analysis in the form of correspondence analysis, including analysis the total value of χ2 (to analyse the primary data gathered and for statistical deduction). Findings The statistical analysis of results of primary research allowed to identify the internal system of dependence between recommending an employer and employees’ contentment. Its determinants were defined and ordered according to the significance of given dependence. The strongest determinants of employees’ contentment were their satisfaction and relation variables, especially the way of treating subordinates by superiors. Majority of 18 analysed dependences were also statistically significant (apart from 7 of them), although they were characterised by a relatively weaker strength. The knowledge about this is very important for business-to-business (B2B) enterprises. Thanks it the employers can activate employees as prosumers co-building employer’s image. Originality/value The originality of the paper results from the applied approach. According to it, employees play a role of prosumers through taking part in creating the image of a B2B company as an employer. So far, the prosumption was associated only with final purchasers and not with employees. Additionally, this approach counts the contentment context of recommending B2B enterprise as the employer.

Industry 4.0: reshaping the future of HR

2020 ◽  
Vol 36 (5) ◽  
pp. 9-11 ◽  
Author(s):  
Anju Verma ◽  
Monika Bansal ◽  
Jyoti Verma
Keyword(s):  
Human Capital ◽  
Human Resource Management ◽  
Human Resource ◽  
Growth And Development ◽  
Industry 4.0 ◽  
Design Methodology ◽  
Content Type ◽  
Competitive Edge ◽  
Hrm Practices ◽  
Workforce Retention

Purpose This paper draws attention to the importance of Smart Human Resource Management (Smart HRM) practices in Industry 4.0. Human Capital is inevitable in the growth and development of the organization. Hence, it is germane that the companies align their HR processes with the ever-changing technological landscape to harness growth, productivity and create value. The paper illustrates the smart HR practices of Tech Mahindra and the benefits derived from them. Design/methodology/approach The paper illustrates the case of Tech Mahindra’s HR digitalization journey to transform HR processes in the era of Industry 4.0 Findings Smart HR 4.0. implementation is vital to coping up with the challenges of Industry 4.0.. The transformation of HR processes in Tech Mahindra led to improved productivity, reduced cost, reduced manual work, smart workforce, retention of talent and competitive edge. Originality/value To match the pace of industry 4.0 and leverage its true benefit the companies should focus on automation of HR processes, make the workforce smarter and agile to drive efficiency, innovation, improve productivity, save cost and stay hyper-competitive. This paper offers insights on that how Tech Mahindra promoted the Industry 4.0 technologies in various HR functions to foster a climate of innovation, growth, and development, thereby facilitating the company to stay ahead of the curve.

scholarly journals Making HRM curriculum relevant – a hypothetical practitioners’ guide

2018 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Vic Benuyenah ◽  
Bistra Boukareva
Keyword(s):  
Focus Group ◽  
Curriculum Development ◽  
Human Resources ◽  
Design Methodology ◽  
Human Resources Management ◽  
Professional Experience ◽  
Content Type ◽  
Resources Management ◽  
Changing Trends ◽  
The Subject

Purpose Despite business schools teaching human resources management (HRM) for several decades, the skill set of graduates today fails to match the requirements of the industry. Although some attempt has been made to make the HRM curricula relevant, in most cases, a large gap exists between the subject, its assessment and the industry demands. The purpose of this paper is to illustrate the changing trends in the field of HR and present ideas that will guide modern HRM curriculum development. Design/methodology/approach The paper draws on professional experience of the authors in teaching and developing HR curricula as well as literature illustrations from work-based learning. Findings To achieve relevancy, HR curricula need to focus more on professional work-based skills that are pertinent to the contemporary workplace and re-structure exam formats to be in line with skills required in the HR profession. Research limitations/implications There is an opportunity to test the ideas expressed in this paper empirically; this can normally be done through a triad focus group including employers, students and teachers. Originality/value The paper is predicated on the mismatch between the teaching and assessment of some HR subjects and the needs of the contemporary HR profession.

scholarly journals DIVERSITY MANAGEMENT AS A HUMAN RESOURCE MANAGEMENT STRATEGY TO COMPETE IN ORDER ERA INDUSTRIAL REVOLUTION 4.0

2019 ◽  
Author(s):  
Ade Parlaungan Nasution ◽  
Ramdani
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Industrial Revolution ◽  
Human Resources Management ◽  
Diversity Management ◽  
Multinational Companies ◽  
Resources Management ◽  
A Company

Development of the rapidly growing business and with the emergence of new competitors requires companies to invest by the development and regeneration of the employees. Management of human resources management requires diversity as one of the keys to win the competition. Diversity is one of the factors that strengthen the company's position as a company. However, the permasalahaan is not all companies, even though multinational companies can implement diversity management in human resources management. It is therefore necessaryanalytical explanation of the concept of diversity management that can be applied within a company, It manages well with the diversity that exists within a company, is expected to prevent conflicts and to maximize the achievement of the ability to compete with the advantages that can be gained from the diversity of existing human resources.

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.

MSDM Pondok Pesantren

2019 ◽  
Vol 4 (4) ◽  
pp. 403-422
Author(s):  
Ahmad Saefulloh ◽  
Fisher Zulkarnaen ◽  
Dewi Sadiah
Keyword(s):  
Data Collection ◽  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Resources Management ◽  
Know How ◽  
Highly Educated ◽  
The Times ◽  
And Control ◽  
Descriptive Method

ABSTRAK Penelitian ini bertujuan untuk mengetahui bagaimana implementasi manajemen sumber daya manusia pondok pesantren pagelaran II sumedang, dan mengetahui bagaimana hasil kinerja santri di pondok pesantren pagelaran II sumedang.Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara.Hasil Penelitian ini menemukan bahwa peran manajemen sumber daya manusia dalam mengoptimalkan kinerja santri di pondok pesantren pagelaran II sumedang yang diawali dengan pengolaan dalam bentuk fungsi perencanaan dan operasional yang baru.Terutama pengrekrutan jajaran assatidz yang berdedikasi dan berpendidikan tinggi masuk ke pondok pesantren pagelaran II. Sehingga keberlangsungan pesantren akan berinovasi dan pengendalian selalu sesuai dengan perkembangan zaman. Sehingga dapat disimpulkan bahwa manajemen sumber daya manusia di pondok pesantren pagelaran II sumedang telah dijalankan dengan baik dan menunjukan keberhasilan dalam upaya menyiapkan insan kamil. ABSTRAK It aims to know how to implementation of human resources management hut pesantren by fire ii, and find out How did santri's performance result in the pesantren pagelaran 2 Sumedang. The method used in this study is a descriptive method, data collection is done using observation techniques, a documentary study and debriefing. This study found that human resource management's role in optimizing santri's performance in pondok pesantren pagelaran 2 Sumedang. That begin with processing in the form of new planning and operational functions. Particularly recruits for the dedicated, highly educated assatidz went into the pagelaran 2 Sumedang. So martial arts have continued to innovate and control always conforms to the development of The Times. So it is inadmissible that the human resources management at pesantren pagelaran 2 sumedang has been well run and show that is successful in preparing for the perfect human being.

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