Digital human resource management: A conceptual clarification

2020 ◽  
Vol 34 (3) ◽  
pp. 345-365 ◽  
Author(s):  
Stefan Strohmeier
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Digital Transformation ◽  
Ideal Types ◽  
Conceptual Clarification ◽  
Conceptual Clarity ◽  
Digital Disruption ◽  
Digital Human ◽  
Future Work

The concept of digital human resource management and related concepts such as the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management are gaining prominence in scholarly discussion. Frequently, however, the use of these concepts is implicit, heterogeneous, and proliferating. These concepts, thus, lack the “conceptual clarity” necessary in research. Therefore, this article aims at a conceptual clarification of digital human resource management and of related concepts of the digitization of human resource management, the digitalization of human resource management, the digital transformation of human resource management, and the digital disruption of human resource management. To do so, the article references general literature on digital organizations to develop a terminology and typology of digital human resource management. The terminology offers precise and parsimonious definitions of the concepts and relationships between them, offering a basic understanding. The typology offers precise and parsimonious ideal-types, which order and classify phenomena related to digital human resource management, in turn expanding knowledge about these phenomena. Together, the terminology and typology clarify the concept of digital human resource management and related concepts, uncover digital human resource management as an evolutionary advancement of previous conceptualizations of technology-based human resource management, and provide a conceptual basis for future work on digital human resource management.

scholarly journals Digital Transformation and Its Impact on Strategic Supremacy Mediating Role of Digital HRM: an Evidence From Palestine

2022 ◽  
Vol 19 ◽  
pp. 197-221
Author(s):  
Ohoud Khatib ◽  
Khaled Alshawabkeh
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Resources Management ◽  
Digital Human ◽  
The Impact ◽  
The Relationship

This study aims to identify the impact of digital transformation in achieving strategic sovereignty in a world that is intensely competitive and in a digitalized era. In the study, the human resource management variable serves as an intermediary variable in the relationship between digital transformation and strategic leadership. The study population consists of (420 top and middle) managers in two mobile telecommunications companies in Palestine, namely: Jawwal and Ooredoo. The study is based on the quantitative approach using a proportional stratified sample, as a 201- item questionnaire is developed using the Seven-Point Likert Scale to study the three variables. The independent variable is digital transformation and its dimensions (Business Model, Customer Experience, Digital Processes, and Impact on People), while the dependent variable is Strategic Supremacy including its three dimensions (Scope of Influence, Competitive Configuration, and Competitive Compression), while digital human resources management serves as an intermediate variable. The data contained herein is analyzed by the Smart PLS Program - structural equation modelling (Second Order). The study shows a positive and good impact of digital transformation on strategic supremacy. The same applies to the impact of digital human resources management thereon. The study concludes that even though digital transformation has a very good impact on human resource management, digital human resources management is a mediating variable in the relationship between digital transformation and strategic supremacy, or even a partial mediator.

scholarly journals USING ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE MANAGEMENT PROCESSES

2020 ◽  
pp. 14-21
Author(s):  
A. V. Blinnikova ◽  
D. K. Ying
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Recognition System ◽  
Digital Transformation ◽  
Current State ◽  
Management Processes ◽  
Facial Recognition System

During the digital transformation, artificial intelligence technologies are actively developed and implemented in the organization’s management processes. This trend also applies to human resource management. The purpose of this article is to substantiate the benefits of using artificial intelligence tools in human resource management for organizations. Current state of human resource management has been analysed in the article, its main problems have been defined. The opportunities offered by artificial intelligence technologies offer in the field of human resources as well as the problems companies face in their implementation have been considered. Practical examples of the use of artificial intelligence tools such as chatbots, mood analysis technologies, voice assistants, facial recognition system in the field of human resource management have been given.

scholarly journals Webinar Socialization of Presidential Regulations Related to Digital Transformation and Strengthening Economic Foundations in Digitalization Era

2021 ◽  
Vol 1 (1) ◽  
pp. 22-25
Author(s):  
Muammar Khaddafi ◽  
Mohd. Heikal ◽  
Falahuddin F ◽  
Ichsan Ichsan ◽  
Fuadi F ◽  
...  
Keyword(s):  
Resource Management ◽  
Consumer Behavior ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution ◽  
Doctoral Program ◽  
Digital Transformation ◽  
Human Power ◽  
Economic Foundation ◽  
The University

The Industrial Revolution is indeed familiar, Indonesia has known that the 4.0 industrial revolution has existed since 2011 but has been implemented by the Indonesian government since 2019. Currently, Indonesia in terms of its economy often associates it with the Industrial Revolution. The Industrial Revolution is a change that occurs rapidly in the implementation of the production process or the way of making or increasing the use value of an item that originally used human power (traditional) to use machine tools (modern). The purpose of this community service is to help the community in implementing, being able to implement digitalization in everyday life and being able to develop it. People really need to know how important technology is in today's era. This activity is designed for 1 day starting with the socialization of presidential regulations on digital transformation, how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation.

scholarly journals Digital Human Resource Management

2021 ◽  
pp. 159-181
Author(s):  
Andrea Gurtner ◽  
Isabelle Clerc ◽  
Lena Scheidegger
Keyword(s):  
Mixed Methods ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Digitale Transformation ◽  
Digital Human

ZusammenfassungDigitale Transformation im Human Resource Management (HRM) bedeutet zunehmende Virtualisierung der Arbeit und Zusammenarbeit mit künstlicher Intelligenz, neuen personalen Anforderungen sowie erhöhter Mitarbeitendenmobilität. Resultate einer Mixed-Methods-Studie in einer von klein- und mittelständischen Unternehmen (KMU)s und öffentlichen Verwaltungen geprägten Region der Schweiz zeigen, dass trotz hoher Relevanz der digitalen Transformation in den befragten Betrieben die Qualifikation der Mitarbeitenden als noch nicht ausreichend betrachtet wird. Neben fachlichen Schulungen ausgewählter Skills werden persönlichkeitsbezogene Fähigkeiten (beispielsweise Offenheit und Flexibilität) und ein damit verbundenes Mindset bzw. eine entsprechende Organisationskultur als zentral erkannt. HRM ist allerdings noch stark mit der Digitalisierung der eigenen Prozesse beschäftigt und läuft damit Gefahr, die Chance zu verpassen, als strategischer Partner die Entwicklungen im Unternehmen hin zu neuen digitalen und flexiblen Organisationskulturen mitzugestalten.

scholarly journals Navigating the next Industrial revolution: Future Work Force analysis based on Western Australian narrative

2019 ◽  
Vol 2 (2) ◽  
pp. 88-100
Author(s):  
Pasan Ganegama
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Industrial Revolution ◽  
Group Discussion ◽  
Work Force ◽  
The Right ◽  
Future Work ◽  
Western Australian

The study adopts a Focus group discussion than the more dominant quantitative data in studying Western Australian Business landscape and it’s local and global disrupters, repellents and extractors are exhaustively and critically analyzed. In order to ascertain needed competencies to navigate the next industrial revolution, current practices of government and non-government initiatives can be Juxtaposed to rowing and rafting phenomena. The current global strategic HR perspective should be focused, fast and flexible but the Australian Government and most corporate conglomerates view are it should be Safe, Slow and Strict. People make sense of their world where human actions are based upon the person's interpretation of events, societal meanings, intentions and beliefs (Gill and Johnson 20101; Denzin and Lincoln, 20052). The Australian public’s belief in navigating the next industrial revolution and the effect of Government policy-making is analyzed critically in this paper. The following two questions being answered with practical disparity and in the end, adjusted accordingly to make sense to the layman terms. First “Why we need to reimagine Human Resource Management perspective?” was unveiled. Secondly, the key features of future Human Resource Management were questioned.  Thirdly what should the Australian corporates and Governments do differently to assimilate our workforce to reap benefits from the next industrial revolution is discussed. Finally championing the change using the right blend of leadership style and scale of change discussed in length to add clarity to the perspective.

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