திருக்குறளின் மனிதநேய சிந்தனைகள் மற்றும் செயற்கை நுண்ணறிவு மனிதவள மேலாண்மை (AI-HRM)

Artificial intelligence (AI) has the potential to change the world of work radically. Wherever information processing is involved, AI can be integrated into processes with added value. From the perspective of Human Resource (HR) management, this implies three things: first, business models and performance processes in the company will undergo change; second, employee requirements will change; and third, HR processes will change. While the literature describes various AI maturity models, there has been no dedicated consideration of HR management. This article, therefore, aims to identify relevant influencing factors for an AI-orientated approach to HR management and to describe these in more detail using maturity levels in a Human Resources Artificial Intelligence Maturity Model (HR-AIMM). The resulting HR-AIMM consists of eleven dimensions. These include anchoring the AI topic in the corporate and HR strategy, its use in selected HR processes, considering ethical, data-related, and infrastructural principles, and organisational, cultural, and competence-related anchoring. The characteristics of these factors enable the identification of four maturity levels for using AI in HR management: from a curious start to the level of holistic integration. Our framework supports researchers and companies in understanding and evaluating the factors influencing the professional application of AI in HR management.

Examining the impact of artificial intelligence on employee performance in the digital era: An analysis and future research direction

In the context of Industry 5.0, the convergence of Artificial Intelligence (AI), decoloniality, and epistemic justice presents both opportunities and challenges for Human Resource Management (HRM) in the South African public sector. This paper emanates because of the possibility that AI-driven HRM practices could reinforce colonial legacies, repeat systemic bias, and prolong epistemic exclusion if not led by justice-oriented perspectives. This paper aims to explore how concepts of ethical, decolonial, and epistemic justice might inform the use of AI in HRM to promote inclusivity and fairness. This paper employs bibliometric analysis to map and evaluate scholarly discourse on AI, decoloniality, and HRM, aiming to uncover research trends, gaps, and theoretical intersections. Findings indicate that although AI can be efficient and predictive, its application in HRM frequently ignores ethical requirements and local knowledge systems. To protect equity, the study recommends integrating decolonial ideas, participatory methods, and epistemic justice frameworks into HRM technology. This paper concludes that the South African public sector may reconcile technological innovation with transformation and social justice imperatives by ethically aligning AI in Industry 5.0.

Artificial Intelligence (AI), a fundamental aspect of the Fourth Industrial Revolution, has become a pivotal concern across various industries, including business management. It is increasingly applied in fields such as marketing, human resource management (HRM), and manufacturing. Within HRM, AI and machine learning technologies are utilized to enhance employee experience, provide personalized training, and analyze HR data for informed decision-making. This integration of technology into HRM, traditionally a people-focused domain, represents a significant shift. AI technology adoption in HRM has surged in prominent settings. For instance, IBM has leveraged AI solutions like Blue Matching, CogniPay, and Watson Career Coach to streamline HR operations. Blue Matching predicts mobile tasks based on employee profiles, while CogniPay aids managers in decision-making by evaluating performance. Watson Career Coach offers personalized career guidance. However, notable cases like Amazon’s AI Recruitment Program have highlighted concerns regarding biases. Artificial intelligence is reshaping various aspects of our lives, including recruitment practices. As more businesses harness AI for candidate selection and evaluation, there’s a growing interest among HR managers in adopting AI solutions. However, this technological advancement also brings challenges, such as the displacement of existing job roles and the need for additional professionals to manage the evolving landscape. Understanding the potential benefits and challenges of AI in recruitment is essential for informed decision-making in HRM.

PurposeThis paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.Design/methodology/approachThe current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.FindingsWe highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.Originality/valueOur paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

The purpose of this paper is to explore the social justice implications for career guidance of the emerging technologies of career access. Emerging recruitment and selection practices – such as Artificial Intelligence (AI) analysis of candidates’ social media presence and performance in interview, and the use of bots or virtual agents interacting with prospective candidates to evaluate, shortlist and profile them – demonstrate the complexity of contemporary career access in highly technological societies. Career guidance practice has become highly digitalised, and guidance practice likewise can include the use of AI. This paper compares the uses of AI in career guidance and in human resource management and provides an analysis of emerging practices through synthesis of the extant research. With the emerging practices sketched, the paper then outlines the social justice and ethical risks of the increased reliance on AI in career access. The analysis here highlights the need to consider how to avoid reinscribing existing inequities in the emerging digitalised processes of career access, education, and guidance. The nascent nature of AI augmented recruitment and guidance represents not only an educative opportunity for career guidance professionals but also suggests an advocacy role. As legislation and ethics around the use of AI for recruitment is underdeveloped there is an opportunity for career guidance professionals and educators to provide input into the ethical guidelines and regulation of the use of AI in employment and in their practice.   Abstrakt Formålet med denne artikkelen er å undersøke hvilke konsekvenser de nye teknologiene for karriereveiledning har for sosial rettferdighet. Nye rekrutterings- og utvelgelsesmetoder – for eksempel kunstig intelligens (AI) som analyserer kandidatenes tilstedeværelse på sosiale medier og deres prestasjoner i intervjuer, og bruk av roboter eller virtuelle agenter som interagerer med potensielle kandidater for å evaluere, velge ut og profilere dem – viser kompleksiteten i dagens karriereveiledning i et høyteknologisk samfunn. Karriereveiledningspraksisen er blitt svært digitalisert, og veiledningspraksisen kan også omfatte bruk av kunstig intelligens. Denne artikkelen sammenligner bruken av kunstig intelligens i karriereveiledning og personalforvaltning og gir en analyse av nye praksiser gjennom en syntese av eksisterende forskning. Etter å ha skissert den nye praksisen, skisserer artikkelen de sosiale og etiske risikoene ved økt bruk av kunstig intelligens i karriereveiledningen. Analysen belyser behovet for å vurdere hvordan man kan unngå at de nye digitaliserte prosessene for karrieretilgang, utdanning og karriereveiledning gjenskaper eksisterende ulikheter. Det faktum at rekruttering og veiledning ved hjelp av kunstig intelligens er i sin spede begynnelse, representerer ikke bare en utdanningsmulighet for karriereveiledere, men også en mulighet til å påvirke. Ettersom lovgivningen og etikken rundt bruken av kunstig intelligens i rekrutteringsprosessen ennå ikke er ferdig utviklet, har karriereveiledere og lærere en mulighet til å bidra til utformingen av etiske retningslinjer.   Nøkkelord: Kunstig intelligens; Rekruttering; Teknologi; Karriereveiledning; Sosial rettferdighet; Personalforvaltning

The integration of Artificial Intelligence (AI) and digital connectivity can revolutionize material and human resources management in secondary schools. The study focused on human and material resources management in education in Nigeria and its impact on students’ academic performance in secondary schools, in Ebonyi State, Nigeria. Subjects for the study were two hundred (200) students and hundred (100) teachers randomly selected from five secondary schools in Afikpo, Ohozara, and Ezza South Local Government Areas of Ebonyi State. Questionnaire was used to collect relevant data for the study. Pearson Product Moment Correlation was used to analyses the formulated hypotheses. The findings of the study revealed that there was significant positive relationship between human resources management and students’ academic performance (r = 0.814; p < 0.05). Also, significant relationship exists between material resources management and students’ academic performance (r = 0.629; p < 0.05). The implication is that effective material resource management may bring about improvement in student’s academic performance. While it was recommended that effective practice of both human and material resources is to be well implemented for effective performance of students at any level of educational system in Nigeria.

This study examines the factors that influence integrating artificial intelligence (AI) into human resources management (HRM) in Jordanian banks, a sector that has not yet extensively adopted AI. This study uses a mixed-method technique that includes both qualitative and quantitative approaches, the research consists of a sample of 130 HR directors and other stakeholders from seven commercial banks in Jordan. The main data-gathering instruments were surveys and interviews programmed to meet the research objectives and to confirm the research hypotheses. The major findings indicate some substantial barriers and challenges that prevent AI’s integration into the HRM in Jordanian banks. Such barriers include a lack of knowledge, poor skillful personnel, employee resistance to change, and privacy and security concerns about data. Despite many challenges such as high costs of AI implementation, and difficulties in AI implementation, and regulatory and compliance issues the study demonstrates that AI can positively affect HRM by enhancing talent acquisition, automating routine tasks, and other HR functions. According to the experimental validation of our proposition, AI can be used in HRM to improve productivity and reduce time wastage on administrative tasks with enough provision of financial and material resources. It concludes by giving practical advice on how the given barriers and challenges may be overcome and how AI could be optimally employed to boost HRM services in Jordan’s banking sector. If these barriers and challenges are addressed and the potential benefits of its implementation are showcased, then banks can enhance their HRM practices which will eventually lead to improved organizational performance as well as competitiveness.

Human resources (HR) experts can now utilize calculations and AI to smooth out their work processes, diminish their predispositions, and work on their examination and dynamic on account of advancements in artificial intelligence (computer based intelligence) innovation. Nonetheless, a few organizations are reluctant to embrace computer based intelligence for extra use cases because of the ongoing downsides and weaknesses. In human resource management, artificial intelligence (computer based intelligence) can be extremely helpful on the grounds that it can robotize drawn-out assignments and diminish predisposition in the determination cycle. Man-made intelligence can be applied to progress authoritative procedures, improve employee engagement, and support vocation development. Employee engagement can be expanded and vocation useful learning experiences can be more individualized and custom-made with the guide of computer based intelligence innovation. The monetary expenses of setting up and maintaining artificial intelligence in HR, as well as the risk of missteps and unintentional predispositions, ought to be considered by associations. Future advancements in artificial intelligence will expand personalization, mechanization, and data based decisions in human resource management. Before very long, as artificial intelligence keeps on changing the scene of human resource management, HR managers should likewise know about the challenges they might experience. Worries about simulated intelligence making work more secure and more open are normal among HR chiefs. The recruiting and preparing of new employees is a dreary undertaking for the department of human resources. Artificial intelligence has many applications that can assist with peopling who work in human resources with their manual work. Hence, the present study has been focused to give a theoretical outline on the role of Artificial Intelligence (AI) in Human Resource Management (HRM) in recent era.

It is now a necessity of survival rather than choice for businesses to accept and keep technology separate from them. Businesses are now integrating technology with their objectives to guarantee their existence, expansion, and continuity. The company has completely changed due to technological improvements, which have made its commercial processes more efficient and well connected than before. Business technology innovations involve bringing people and machines closer together and investigating methods to use technology to increase productivity, simplicity of use, and efficiency. One such transformation in business is the application of artificial intelligence (AI). In today's cutthroat corporate world, artificial intelligence (AI) is critical to human resource management (HRM). AI has the potential to completely transform HRM procedures by automating mundane jobs, expediting workflows, and offering HR managers specialized solutions. AI can also enhance hiring, training, performance evaluation, and pay administration. HR departments may manage their workforce more effectively and efficiently by utilizing AI technologies. HR organizations may optimize expenses and deliver superior employee service by utilizing AI-powered solutions. AI is playing a bigger role in HRM now that it can help businesses become more efficient while simultaneously raising employee satisfaction. By analyzing employee feedback, HR departments can better understand how employees view their work environment and chances for advancement. This helps HR departments get insights into employee engagement and productivity. It makes it possible for HR departments to automate the hiring process, which facilitates the process of finding qualified applicants. This study can offer insights into AI potential in HRM and assist clarify the existing state of AI in HRM.

Advances in artificial intelligence (AI) have transformed various aspects of human resource management (HRM), especially in decision making, operational efficiency, and data analysis. The application of AI in HRM offers opportunities to increase organizational effectiveness, but also raises challenges related to transparency, algorithmic bias, and ethics in workforce management. Therefore, this research was conducted to explore the impact of AI in HRM and how organizations can optimize its use. This research uses a literature review method, by examining various scientific sources related to the implementation of AI in HRM. The study was conducted on articles from academic journals, industry reports, and related publications that discuss the role of AI in the recruitment process, performance evaluation, employee training, and strategic decision making. The research results show that AI can improve HRM efficiency through automation of administrative tasks, predictive analytics, and personalization of the employee experience. However, the main challenges found include algorithmic bias, lack of transparency in AI systems, and legal and regulatory uncertainty. In conclusion, AI has great potential in supporting more effective and data-driven HRM, but its use must be accompanied by policies that ensure transparency, accountability and a balance between automation and the role of humans in decision making. Therefore, a careful approach is needed in adopting AI to ensure maximum benefits without compromising aspects of ethics and fairness.

Purpose of the study: The integration of artificial intelligence (AI) into human resource management (HRM) has transformed organizational approaches to talent acquisition, employee development, and decision-making. This study aims to bridge the gap in understanding the implications and challenges of AI adoption in HRM. It explores the current state of AI implementation, identifies automated HRM tasks, and examines obstacles to effective integration. While existing literature emphasizes the benefits of AI in HRM, critical challenges remain underexplored, necessitating further investigation. Need for the study: With rapid technological advancements, organizations increasingly adopt AI in HRM practices. However, there is a lack of comprehensive understanding of the implications and challenges associated with this integration. This study focuses on assessing the extent of AI adoption, identifying automated HRM tasks, and addressing the challenges faced during implementation. Existing research predominantly highlights AI’s benefits, often neglecting its critical concerns, emphasizing the need for further exploration. Methodology: A quantitative research approach was adopted, collecting data through structured questionnaires distributed to 102 working professionals across various organizations in Bangalore using convenience sampling. Findings: The findings emphasize AI’s critical role in reshaping traditional HR practices, enhancing efficiency, and supporting strategic decision-making processes. Practical implications: The study findings give an insight into the opportunities and challenges an organization faced while integrating AI into its HRM practices.

Artificial intelligence (AI) is technology that enables computers and machines to simulate human learning, comprehension, problem solving, decision making, creativity and autonomy. Ancient civilizations contained tales of intelligent robots, such as Greek and Chinese cultures. AI as a modern phenomenon which took shape in the mid-20th century with the advent of digital computers. The first breakthrough, published in 1950, was Alan Turing's paper, ‘Computing Machinery and Intelligence. AI can make provide detailed solution to users and experts. They can act independently, replacing the need for human intelligence or intervention (a classic example being a self-driving car). Many sectors like finance, healthcare, to human resource management (HRM), rely on AI technologies. AI's integration in HRM has brought about great change in conventional HR practices used to measure efficiency, accuracy, strategic decision-making, etc. AI technologies help to provide solution to automation of repetitive tasks, analysis of sprawling volumes of data and insights facilitating decision-making. Through this research paper we try to understand the AI's effects on HR processes, in terms of recruitment, onboarding, performance appraisal, training and development, employee engagement, workforce planning; understanding the benefits and cons of implementing AI in HRM; ethical considerations and potential biases in AI algorithms relevant to HR practices; analysis of emergent AI trends with respect to HRM. Trends in AI in HR tend towards a most promising future, presenting several innovations. Accordingly, HR professionals will be expected to acquire competency with regards to new roles and responsibilities to avail AI in enhancing strategic planning, ethical oversight, and data-driven decision-making.

Personalized human resource management via HR analytics and artificial intelligence: Theory and implications

The widespread adoption of artificial intelligence technologies has led to comprehensive transformations within organizations. One of the most critical areas affected by this transformation is human resources. In this regard, the study examines the publication performance, research topics, and temporal evolution of the literature on artificial intelligence in human resources management. In the study, 1.999 peer-reviewed publications obtained from the Scopus database over the past ten years were analyzed using the structural topic modeling method, which is a topic modeling approach. As a finding of the analysis, 19 topics were identified. Furthermore, the findings reveal that research on artificial intelligence in human resources management has demonstrated an exponential growth trend during the period of 2016–2025. In terms of topic proportions, the most frequently studied themes were identified as “Digital Transformation in Human Resources Management,” “Ethical Recruitment,” and “Chatbot Applications,” while “Knowledge Management,” “GenAI in Assesment” and “Talent Acquisition” were represented at comparatively lower levels. The trend analysis further shows that “Ethical Recruitment,” “Green Human Resources Management,” “Adoption of Innovation,” “Digital Transformation in HRM” and “GenAI in Evaluation” have exhibited consistent growth, whereas “Internet of Things,” “Agile Team Management,” “Decision Support,” “Artificial Neural Networks,” “Project Management,” and “Robotics” have followed a declining trajectory. On the other hand, it was also identified that “Machine Learning,” as a fundamental technology, and “Chatbot Applications,” as one of the most frequently studied themes, did not display statistically significant trends. Overall, the findings indicate that research on artificial intelligence in human resources management has been shifting its focus from purely technical aspects toward dimensions such as ethics, sustainability, and social impacts; however, this transformation has so far taken place only at a limited level.