Digital Transformation in Organisations an Exploration of Human Resource Management

2021 ◽  
Author(s):  
Neil Lowndes ◽  
Na Fu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Digital Transformation

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.

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.

The role of human resource practices in the implementation of digital transformation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Álvaro Nicolás-Agustín ◽  
Daniel Jiménez-Jiménez ◽  
Francisco Maeso-Fernandez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Alignment ◽  
Digital Transformation ◽  
Superior Performance ◽  
Human Resource Practices ◽  
Content Type ◽  
Transformation Processes

PurposeProfessionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human resource practices in the digital age that favor the implementation of digital transformation. The authors’ arguments suggest that for personnel to be a key asset in digital transformation processes, a strategic alignment is necessary to drive the company toward these objectives.Design/methodology/approachThe hypotheses were tested in a representative sample of 184 manufacturing companies with ten or more employees located in the southeast of Spain, using partial least squares.FindingsThe authors’ findings show that human resource practices partially mediate the relationship between strategic alignment and digital transformation. Based on the contingent approach, the authors also maintain that the company must implement human resource practices that encourage employee behaviors that are consistent with the organization's strategy. This strategic alignment and these human resource practices enable companies to achieve digital transformation in search of superior performance.Research limitations/implicationsLongitudinal and multilevel studies could increase the strength of the research, which could also include companies from other sectors. Although the technology component is fundamental in digital transformation processes, human capital management is even more important. This research highlights the mediating role of human resource management, where practices such as teleworking, teamwork and employee engagement are essential to foster innovative behavior and implement the digital transformation process.Practical implicationsIn the new digital environment, companies must adopt a set of human resource practices that favor innovative employee behavior that helps digitally transform their businesses.Originality/valueTo the best of authors’ knowledge, this empirical study has not been previously carried out. The theoretical model and hypothesis testing provide strategic value for understanding some of the determinants of digital transformation in relation to human resource management.

scholarly journals Human Resource Management in German Public Administration

2021 ◽  
pp. 375-391
Author(s):  
John Siegel ◽  
Isabella Proeller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Policy Implementation ◽  
Public Administration ◽  
Human Resource ◽  
Diversity Management ◽  
Digital Transformation ◽  
Organisational Development ◽  
Public And Private ◽  
Effective Policy

AbstractHuman resource management (HRM) reform has not been the focus of attention in Germany despite its obvious relevance for effective policy implementation. Although there is a general trend worldwide towards convergence between public and private HRM strategies and practices, management of the workforce in German public administration still remains largely traditional and bureaucratic. This chapter describes and analyses German practices regarding the central functions and elements of HRM such as planning, recruitment, training and leadership. Furthermore, it explores the importance and contribution of public service motivation, performance-related pay and diversity management in the context of German practices. The chapter concludes by highlighting some of the major paradoxes of German public HRM in light of current challenges, such as demographic change, digital transformation and organisational development capabilities.

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