Artificial Intelligence Integration in HR Practices: Challenges and Opportunities for Talent Acquisition

The integration of Artificial Intelligence (AI) into Human Resources (HR) procedures has heralded the dawn of a new age in the workplace. The purpose of this research study is to shed light on how AI-driven innovations are transforming recruiting, talent management, employee engagement, and the broader HR function. It examines AI's possibilities for decreasing prejudice, increasing efficiency, and optimizing HR decision-making, while also addressing the ethical quandaries and concerns that arise from this fundamental transition. The growing importance of AI and machine learning (ML) in altering HR practices cannot be emphasized. The advent of 'Big Data,' combined with the spread of the Internet of Things (IoT), has created a hospitable environment for breakthrough AI solutions. AI is increasingly being used by businesses to automate HR duties. As a result, AI has the ability to reduce the administrative burden on HR professionals by allowing them to make decisions based on solid data patterns rather than mere guesswork. This conversation digs into AI integration in HR, its benefits, implementation issues, and next steps. Adopting AI and machine learning is critical for precise decision-making and effective staff management. It is critical for HR staff to overcome their fears in order to handle these obstacles. This paper aims to provide a complete knowledge of the emerging HR landscape in the age of AI, presenting insights and ideas to steer enterprises toward a future in which human and artificial intelligence coexist together in the workplace.

Artificial Intelligence (AI) is changing Human Resource (HR) practices in the digital age. From hiring to employee engagement and performance evaluation, AI tools and platforms help HR departments become more strategic and efficient. This paper examines how AI is reshaping traditional HR models by improving personalization, trust, and operational efficiency. Through surveys and a literature review, the study explores the role of AI- powered influencers in HR, evaluates ethical concerns regarding AI use in HR, and identifies factors that determine AI credibility and influence. The findings suggest that AI’s effectiveness in HR largely relies on perceived authenticity, transparency, and employee relatability. The research concludes with practical tips for integrating AI into HR strategies responsibly.

Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.

For service businesses, a key goal is the consistent delivery of exceptionally high levels of service quality. A hospitality organisation that emphasises service in everything it says and does is more likely to achieve high levels of service quality, customer satisfaction and competitive advantage. This thesis applies a services management framework to the study of casinos. The research contributes to knowledge by examining the differential effects of employee interpretations of human resources (HR) practices on service climate and job-related attitudes. The research problem has three aspects. First, academics and practitioners need to better understand the internal dynamics that affect the development of an organisational climate for service. A positive service climate encourages desirable service-related behaviours. Second, although it is widely understood why human resource management (HRM) can contribute to positive organisational outcomes, it is not well understood exactly how HRM is connected with such desirable outcomes. In particular, this thesis explores the effect of the differential attributions that employees make regarding why their organisation has implemented its chosen set of HR practices. Third, research that addresses HR and service-related variables in the casino industry is lacking. Some evidence suggests that the casino industry has specific contextual characteristics that may set it apart from other industries in terms of organisational dynamics. The purpose of this thesis is to examine the impact of employee attributions regarding HR practices on perceptions of service climate and important work-related employee attitudes in the context of the casino industry. Further aims are to provide insight into the specific working conditions in the casino industry that have an impact on employee perceptions and attitudes, and to examine what causes these employees to make particular attributions regarding HR practices. The research questions to be addressed are: RQ1: What is the influence of employee attributions of HR practices on job satisfaction and organisational commitment? RQ2: How do employee perceptions of service climate explain the relationships between employee attributions of HR practices and job satisfaction and organisational commitment? RQ3: What are the salient features of the casino working environment that have an impact on employee HR attributions, perceptions of service climate, job satisfaction and organisational commitment? The study is premised on a post-positivist perspective, with a realist approach to knowledge. The research design included a mix of methods in a sequential explanatory design involving two stages. The study organisations were two Australian casino hotels, “Casino Ace” and “Casino Baccarat”. Both participating casino hotels are located in regional and remote locations. Employees of these two casino hotels were participants for each data collection stage. The first stage was quantitative and explored the first two research questions. The data collection instrument was a self-report questionnaire designed to measure each of the variables of interest: employee attributions of HR practices, perceptions of service climate, job satisfaction and organisational commitment. A total of 443 usable surveys were collected across the two data collection sites: 139 completed questionnaires at Casino Ace and 304 at Casino Baccarat (representing a response rate from the sample of 87% and 95% respectively). Data analysis techniques adopted to explore the research questions included confirmatory factor analyses, tests of validity and reliability, and structural equation modelling to assess the hypotheses. The second stage was qualitative and explored the third research question. A series of interviews was conducted with employees from both of the participating casino hotels. A total of 23 interviews were conducted – 11 at Casino Ace and 12 at Casino Baccarat. Thematic analysis techniques were used to analyse the data. Findings indicate that when employees attribute HR practices to a concern for employee well-being and a commitment to quality service delivery (the Internal Commitment HR attribution), higher levels of job satisfaction and organisational commitment result. In contrast, when employees attribute HR practices to either a desire to cut costs and exploit employees (the Internal Control HR attribution) or the need to comply with external regulations (the External Compliance HR attribution), there is little to no influence of job-related attitudes. A positive level of service climate is highly related to the Internal Commitment HR attribution. Service climate is also positively related to job-related attitudes. Contrary to expectations, there is limited evidence to suggest that service climate mediates the relationship between HR attributions and job-related attitudes. Implications of the study are wide-ranging. The newly emerging theory of HR attributions has merit, although there appear to be contingencies and boundary conditions on the hypothesised relationships. Further research into employee HR attributions is warranted. The remote location of the two casino hotels appears to have influenced the results. This unplanned finding highlights the need for a better understanding of the impact of operating in remote location on workplace outcomes.

PurposeThe purpose of our study was two-fold: (1) to examine the effect of perceived value derived from perceived benefits and sacrifices in the adoption of artificial intelligence (AI) in talent acquisition and (2) to investigate the moderating role of human resource (HR) readiness in the association between perceived value and AI adoption intention.Design/methodology/approachA structured questionnaire was administered to 198 talent acquisition executives and HR professionals of Indian IT companies based on a purposive sampling technique. Partial least squares structural equation modeling (PLS-SEM) was used on the Smart PLS 2.0 platform to analyse the data and test the model.FindingsResults revealed that perceived benefits and sacrifices significantly predict perceived value which significantly affects the HR professional’s AI adoption intention. The study further found that HR readiness moderates the link between perceived value and the intention of HR professionals to adopt AI in the talent acquisition process in the Indian IT industry.Practical implicationsIT companies are advised to continuously monitor and evaluate the performance of AI tools to ensure that they are meeting the recruitment process needs to leverage AI’s benefits in talent acquisition. This study seeks to provide the impetus for a planned AI adoption in talent acquisition.Originality/valueThis research provides ample evidence for the existing technology adoption theories. It explored the predictors of adoption by validating the value-based adoption model in the Indian context. It provides valuable insights into the practice of acquiring talents in the IT sector using artificial intelligence.

The integration of mathematical approaches into Human Resource (HR) practices within the Information Technology (IT) sector represents a significant advancement in optimizing HR functions and decision-making. This abstract explores how quantitative methods and data analytics can enhance various HR practices in IT organizations, focusing on talent acquisition, employee development, performance management, retention, and compliance. Mathematical techniques such as predictive analytics, optimization models, and statistical analysis provide valuable insights into managing human capital effectively. Predictive models and machine learning algorithms enable accurate forecasting of employee turnover, assessment of candidate suitability, and identification of skill gaps. Optimization approaches, including linear programming and resource allocation models, help in maximizing recruitment efficiency and training effectiveness. In performance management, statistical models and data-driven evaluations facilitate objective assessments of employee performance, aligning it with organizational goals. Additionally, predictive analytics and risk models are employed to anticipate and mitigate retention challenges, enhancing employee engagement and reducing turnover. The mathematical approach extends to compliance and risk management, where quantitative risk models and anomaly detection techniques ensure adherence to regulatory requirements and internal policies. By leveraging these methods, IT companies can make informed HR decisions, improve operational efficiency, and maintain a competitive edge in a rapidly evolving technological landscape. In summary, applying mathematical approaches to HR practices in the IT sector fosters data-driven decision-making, enhances strategic HR interventions, and supports organizational growth and adaptability in the face of technological advancements.

The fundamental thrust of this study is to examine the impact of three HR practices which are compensation practices, performance evaluation practices and promotion practices on perceived performance of psychiatry nurses in the mental hospitals in Ghana. Data was collected through a time tested questionnaire from 130 nurses from Ankaful and Accra Psychiatric hospitals in Ghana. Pearson correlation and multiple regression analyses were used to measure the impact of HR practices on the performance of nurses. The results of the correlation indicated a positive relationship between compensation practices and perceived employee performance at 0.05 level of significance. Again, the study revealed a positive correlation at 0.01 level of significance between performance evaluation practice, promotion practices, and employee perceived performance. Multiple regression analysis showed that 12% (R2=0.122) of the variance in perceived employees’ performance was accounted for by the three HR practices. The psychiatry section of the Ghana Health Service needs to pay special attention to these three HR practices in order to enhance the performance of nurses. Key words: Human Resource (HR) practices, employee performance, psychiatry nurses, developing country, Ghana.

Prioritizing human resource (HR) practices has been found to improve innovation outcomes in organizations. However, most previous studies have concentrated on internal mechanisms, leaving a gap in our understanding of how HR practices facilitate organizations in adapting external knowledge and technology to drive innovation. To bridge this research gap, we study the mediating role of employees’ innovative work behaviour (IWB) and an organization's capacity for learning and transformation (CLT) in the relationship between HR practices that strengthen intellectual capital (IC) and product innovation. The hypotheses were tested using a time‐lagged design and survey data from the healthcare industry collected over three waves. The findings indicate that employees' IWB mediates the relationship between IC‐enhancing HR practices and the organization's CLT. IC‐enhancing HR practices are also associated with product innovation through the serial mediation effects of IWB and CLT. The study also highlights the moderating role of transformational leadership in the indirect relationship between IC‐enhancing HR practices and the organization's CLT via IWB. This research demonstrates that HR systems, although internally designed, can capture external transformations. Moreover, it emphasizes the importance of the combined impact of well‐designed HR systems and leadership for driving innovation.

Purpose This study aims to examine the moderating role of formalization in the relationship between human resources (HR) practices and work engagement (WE) in aviation industry employees. The research revealed the moderator role of formalization, which is still one of the most critical components for aviation industry workers. Design/methodology/approach In the study, the authors used the survey method. In this explanatory and cross-sectional study, the authors examined a data set collected from aviation industry employees (n = 226) in Turkey using the partial least squares (PLS) method and tried to moderate the formalization. The authors analyzed the moderator role of formalization in the relationship between HR practices and WE with SmartPLS 3.0 and HAYES Process Macro. Findings The results of the study explain the effect of HR practices on WE in the context of social exchange theory through formalization. Findings show that formalization is an essential factor in HR practices’ resulting in higher WE. Research limitations/implications The study is cross-sectional. Research participants participated in the study voluntarily. This situation, in turn, may lead to a social desirability bias in participants' self-reported responses. To avoid this, the authors have prepared a standardized measurement tool. Again, since the authors do not request the names and institutions of the participants, confidentiality and anonymity are provided. Practical implications Research findings offer implications for companies and employees in developing economies, especially in the aviation sector. It refers to the necessity for companies aiming for a sustainable strategic position in the competitive aviation sector to attach importance to HR practices that will enable them to see their employees as a competitive advantage. In addition, the results emphasize the need for aviation industry companies to adopt an approach that considers both practices that can increase WE and formalization procedures that can affect employee behavior. Originality/value This research provides a comprehensive understanding to examine the interrelationships between HR, formalization and WE in the context of the mechanism of social change in the context of aviation industry workers. To the best of the authors’ knowledge, no other researcher has holistically addressed these links in general, particularly in a developing country. The findings significantly enrich the literature on HR practices and WE, particularly in the context of a developing country.

Orientation: There is a growing body of knowledge on the role of human resource (HR) professionals in workplace bullying, but their role in perpetuating a toxic leadership culture in organisations remains unscrutinised. Human resource professionals are uniquely positioned to influence toxic leadership styles as they are required to cultivate and sustain the organisational leadership culture.Research purpose: The aim of this study was to identify gaps in HR practices that could contribute to toxic leadership in organisations.Motivation of the study: The inherent role conflict of the HR professional and competing demands from organisational stakeholders are likely to create toxic outcomes.Research approach/design and method: A phenomenological study was carried out at a South African organisation to gain insight into the practices of HR professionals. Data were collected using semi-structured interviews and the key findings of the study were identified through a thematic analysis.Main findings: Three themes emerged that contribute to creating gaps in HR practices that support toxic leadership: toxic HR practices, challenges faced by HR professionals and business results at any cost.Practical/managerial implications: The findings suggest a need to alleviate the inherent role conflict experienced by HR professionals, so that their contributions to toxic leadership are minimised.Contribution/value-add: This study contributes to the literature on toxic leadership by expounding on the role of the human resources professionals (HRP) and gaps in their practices that contribute to toxic leadership. Suggested guidelines and recommendations are offered to address the gaps in HR practices.

PurposeThe purpose of this paper is to contribute to the social enterprises and human resource management (HRM) literatures by examining how institutional and cultural contexts influence human resources (HR) practices, i.e., recruitment practices (specifically, recruitment channels) and employee relations (ER) practices that are adopted in social enterprises in the developing country of Thailand.Design/methodology/approachThis paper applies an embedded cross-case analysis of four social enterprises in Thailand across a variety of industries. The case study evidence in this paper draws on semi-structured interviews with each social enterprise’s representatives; field visits to each social enterprise in Bangkok and in other provinces in Thailand; and a review of archival documents and web-based reports and resources. This paper uses thematic analysis to pinpoint, examine and record the patterns or themes found in the data.FindingsBased on these four case studies, this paper proposes that the deficiencies in the Thai skill formation system, especially skill shortages, are associated with the adoption of alternative or substream recruitment channels among social enterprises. Additionally, the weak and highly fragmented ER institution and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace are associated with the adoption of a paternalistic ER practice in these enterprises.Research limitations/implicationsThis paper has only focused on the role of national skill formation system, ER system, and the cultural context that favor conflict avoidance and unassertiveness among workers within the workplace. Future research may explore how other institutional and cultural domains influence the adoption of HR practices in these enterprises in the context of emerging market economies. Additionally, because this research is based on the case studies of four social enterprises in a variety of industries in Thailand, the findings of this paper may not be generalizable to all social enterprises across countries. Another limitation of this research is that it did not include social enterprises in several other industries, including the entertainment and media industry and the printing and publishing industry, and it does not include other forms of social enterprises, such as community-led social ventures. Future research may explore how institutional and cultural contexts influence HR practices adopted in social enterprises in other industries or in other types of social enterprises. Moreover, quantitative studies using large samples of social enterprises across industries might be useful in deepening our understanding of a topic that is significant from the perspective of both social enterprises and HRM.Practical implicationsThis paper provides practical implications for HR professionals, founders and top managers of social enterprises not only in Thailand but also in other countries that face the problem of a skill shortage in the labor market.Social implicationsThis paper provides policy implications for the government of Thailand and the governments of several other emerging market economies in which the skill shortage is particularly severe. These governments should focus on solving this problem to alleviate severe competition among several types of organizations in the labor market. Furthermore, these governments should foster the implementation of a partnership model for employee–management relationships within the workplace. In this model, employees and management perceive each other as partners rather than enemies to sustain win–win solutions to any problems or disputes that may occur.Originality/valueThis paper aims to fill the gap in the literature regarding how social enterprises manage HR across contexts, especially in developing countries where institutional and cultural contexts might differ from those of developed countries. Batt and Banerjee (2012) suggested that the literature on HRM, including strategic human resource management (SHRM), should extend beyond the organizational context and examine how institutional contexts influence the adoption of organizations’ HR practices. Additionally, Batt and Banerjee (2012) noted that the majority of studies in the HRM literature focus on profit-oriented firms in the private sector and ignore other types of organizations such as non-profits or social enterprises.

Purpose The purpose of this study is to establish the importance of human resource (HR) practices in achieving high levels of supply chain (SC) integration through a conceptual framework (depicting the moderation effect of HR practices on the relationship between information sharing and SC integration) and validating the framework empirically to establish the proposed relationships. Design/methodology/approach The conceptual framework is proposed based on gaps in extant literature. Data from 60 automobile component manufacturing organizations in India are used to analyse the relationship between the study variables. Regression analysis is used to find the relative impact of predictor variable (Information sharing) on SC integration and the moderation effect of HR practices (training, collaborative performance systems and reward alignment) on this relationship. Findings The results indicate that information sharing has a significant effect on SC integration, and the relationship between these two variables is found to be positively moderated by “training” and “reward alignment”, while “collaborative performance systems” does not emerge as a significant moderator in the proposed relationships. Research limitations/implications It is expected that this study will contribute to both academics and practice. Along with extending the scope of research at the academic level, it is also expected to help practising managers to understand the importance of HR in SC, and to identify various HR practices which can be focused on to improve SC integration. Originality/value The framework and analysis presented in this paper help to provide an understanding of how HR practices of organizations can help in improving the relationship between information sharing and SC integration.

Digital revolution and the resultant emergence of Industry 4.0 has driven the incorporation of Artificial intelligence (AI) in Industrial education to enhance skills development in the industry. However, there is a lack of adequate empirical evidence on the integration of Artificial intelligence in industrial education. To fill this gap, this study reviewed previous studies on the adoption of AI in Industrial education and examined the frequency of occurrence of variables obtained in the studies reviewed. Relevant literature was screened and reviewed to find empirical evidence to support findings. A systematic review of 14 studies provided insights into the current applications, benefit and challenges of AI integration in industrial education. The study found that the most cited applications of AI is Adaptive and personalised learning systems, which customise workers/learners’ information based on their interaction with learning content. Other applications are augmented simulators for real-time feedback, virtual mentors, and intelligent tutoring systems which replicate real-life interaction with professionals among others. Majority of the studies found increased engagement and improved learning outcomes and skills development as benefit of AI integration in Industrial education. Other benefits are promotion of early identification of learning challenges and timely intervention and feedback, improvement in administrative efficiency and support, personalisation of learning. Notable challenges were skills and capacity gaps, lack of infrastructure and AI resources, curriculum issues and difficulty in integrating AI into current curriculum, ethical and privacy concerns among others. Based on the findings of the study, it was recommended that the skill gap should be filled with training in AI applications and use, investment in AI infrastructural development should be explored, industry collaboration and partnership in the area of needs should be considered, AI marketing and literacy should be adopted in industries, all AI intervention should be a continuing and lifelong process to ensure sustainability.

This chapter explores the integration of artificial intelligence (AI) in human resources (HR) processes, examining its evolution, current applications, and future implications. Beginning with a definition of AI in HR, including machine learning and predictive analytics, it highlights AI's role in enhancing efficiency, decision-making, and employee experiences. The chapter delves into specific applications across recruitment, onboarding, training, performance management, and employee engagement, showcasing AI's transformative impact. Ethical considerations such as bias mitigation, data privacy, and human-AI collaboration are also discussed. Ultimately, it emphasizes AI's potential to revolutionize HR practices while advocating for responsible adoption and ongoing professional development in HR professionals.

The acceptance of, perceived advantages to, and skepticism toward the integration of artificial intelligence (AI) in undergraduate education is investigated in this paper. In this study, a total of 675 students from six Romanian universities answered a self-administered online questionnaire evaluating three main aspects: AI acceptance, AI benefits, and AI skepticism. While AI skepticism has a modest but substantial negative influence (β = −0.113, p = 0.001), results show that AI benefits favorably predict AI acceptance (β = 0.541, p = 0.001). Whereas AI skepticism negatively correlates with AI acceptance (r = −0.124, p = 0.001), correlational analysis reveals a high positive association between AI acceptance and AI benefits (r = 0.544, p = 0.001). Despite concerns about its limitations, the regression model suggests that students’ willingness to embrace AI in education is mostly driven by its perceived advantages. This explains 30.8% of the variance in AI acceptance (R2 = 0.308, F(2, 641) = 142.909, p < 0.001). These results highlight the importance of techniques that improve perceived benefits while addressing uncertainty since they offer insightful analysis of student attitudes regarding artificial intelligence integration in higher education. By guiding policy decisions and educational activities meant to maximize AI-driven learning environments, this study adds to the current conversation on artificial intelligence adoption in education.