English

Automation technology is changing and transforming innovation into the industrial landscape and Human Resources (HR) should ensure to adapt and practice its deployment to realise its benefits in time and for cost savings. The implementation of Robotic Process Automation (RPA) in HR can help to offer better service to ensure compliance of the processes with standards and regulations. RPA is a software technology that manages software robots to emulate human actions when interacting with digital platforms. RPA is a solution that could perform repetitions to take over activities carried out by humans. However, a robot is not thought to be able to replace the HR but is, instead, useful to support driven processes. The purpose of the study is to prove the efficiency and effectiveness of RPA in the Human Resource Management System (HRMS) compared to the manual process performed by a human. Different types of components and characteristics were identified to adopt RPA in HRMS based on the data measurement in the implementation process. This study designs and develops an HRMS model using RPA tools to achieve the target process. The model was developed based on a case study of an existing model of RPA in HRMS from an IT consultancy industry. In the HR process, the project uses an application focusing on the parameters of gathering, storing and accessing employees’ information from other modules. Lastly, the gaps in the HRMS to improve productivity are evaluated and explained.

1. Introduction The transition to a market economy under the conditions of the restructuring of the Russian economy has led to the emergence of a fundamentally new situation in the field of human resource management. There are certain requirements that are specified for each person, for his/her knowledge, special training, career development, self-realization, the process of his/her professional development (Zaytseva, 2002; Sultanova and Chechina, 2016). Today business is dynamically developing and its requirements in terms of staff have been increased. Organizations and companies need competent experts who will be engaged in the development of new technologies, products and processes. Currently, in studies on the problems of personnel and human resource management there is a lack of standardization of categorical and conceptual apparatus; it is possible to detect a number terms and definitions used according to a variety of core bases: personal management, personnel administration, personal and industrial relations, human resource management, human being management, etc. (Novikov, 2013; Theriou, 2015; Theriou et al., 2014; Havlicek et al., 2013; Firuscu and Popescu, 2015). 2. Literature Review The main discussion around the differences in personnel management (PM) and human resource management (HRM) can be reduced to the following two questions: 1. To what extent HRM model is a deviation from the dominant orthodoxy of personnel management or is it just the thing that good HR managers have always done? 2. To what extent have the organization actually adapted HRM model in practice? What is the difference between PM and HRM - the answer to this question was given by M. Armstrong (Murashova, 2012) "Some HR managers do not represent what is behind the acronym of HRM, according to others this concept is only "old wine in new bottles" (Armstrong, 1997). 3. Concept headings From the standpoint of social and economic psychology, HRM is a strategic and holistic approach to managing people, who individually and collectively contribute to the achievement of organizational goals. Based on the analysis of the main similarities and differences of approaches to personnel management and human resource management Table 1 shows the characteristics of the strategic and traditional approaches to HR. Terminology differences may be related to the nature and directions of activities. Thus, the term "personnel" is often used by small firms (where fewer than 100 people are employed) (Morozova, 2016). Those who use the term "human resources" are large companies and organizations with the number of employees more than 2500 people. Qualitatively the new approach to human resource management allows linking organizational and management structure of the personnel policy of the organization with the main purpose of its activities, defined by development strategy (Zaytseva, 2012). Approaches to personnel management in the common organization management system do not occur randomly, but under the influence of several groups of factors, of the first and the second order, which determine the maturity of the organization, its internal readiness to move to more modern methods of management (Murashova, 2012). The factors of the first order (internal forces) have a direct impact on the human resource management system. Second-order factors (external forces) influence indirectly, by creating external conditions for the existence of the organization. Among the internal forces that affect the formation of the concept of human resource management of organization, there are primarily administrative and managerial, social and cultural and personal factors that shape the content of the institutional human resource management of organization that have been highlighted (Myakushkin, 2005). It is these factors which determine the internal readiness to move to the current level of human resource management, which are the premises and at the same time the driving forces of this transition, or, on the contrary, are like barriers and hamper the change in human resource management system. …

Objective: The current study was based on three variables that interact with each other, where (human resources management) is considered an independent variable, (digital culture) is a mediating variable, and (creative performance) is a dependent variable. The goal of the study is determined by determining the nature of the relationship and the impact between the variables of the study. Theoretical Framework: This topic presents the most important concepts and theories on which the research is based. Human Resource Management, Digital Culture, and Performance] stand out, providing a solid foundation for understanding the context of the investigation Method: An exploratory analytical approach was used, as the study relied on a stratified random sample of workers in Iraqi telecommunications companies. (310) questionnaires were distributed, and the number of invalid returned questionnaires was (5), while the total number of questionnaires suitable for statistical analysis was (305), with a response rate of (95%). Advanced statistical software (AMOS.V.26) and statistical software (SPSS.V.26). Results and Discussion: A set of conclusions were noted, the most important of which are: There is an influence relationship between human resources management and digital culture. There is a significant influence relationship between human resources management practices and creative performance. Culture plays a complete and partial mediating role in the relationship between human resources management practices and creative performance. Research Implications: The practical and theoretical implications of this research are discussed, providing insight into how the findings can be applied or influence practices in the field of human resource management, digital culture and innovation performance. These implications may include for the banks sampled in the study and the services they provide. Originality/Value: The importance of this study came from the scarcity of studies that attempted to identify and understand the nature of the relationship between variables (human resources management, digital culture, creative performance), as well as the current study’s attempt to address a realistic problematic problem that directly affects the performance of employees in Iraqi banks.

Recent studies have examined the impact of human resource management (HRM) practices on workplace performance. Most find that the adoption of a coherent system of new HRM practices such as flexible job definitions, cross-training and work teams, along with extensive reliance on incentive pay, results in substantially higher levels of productivity than more traditional HRM practices. Studies have found that there is a correlation between HRM systems and labour productivity. We find that greatest contributor to labour productivity is the employee’s wage is congruent with the literature. The literature to date has shown that HRM practices in isolation may increase productivity or may reduce productivity because they have an inefficient side to them. Our study shows that when aggregated, HRM practices reduce productivity in Canada. Somewhat surprisingly, when combined with benefits, they increase productivity substantially. The main message from the aggregate productivity regressions is that: HRM by itself reduces productivity while HRM with BENEFIT increases productivity. Training by itself increases productivity and training with HRM also increases productivity. Wages clearly have the greatest impact on voluntary quits. HRM is not found to be statistically significant in the reduction of voluntary quits.

Due to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.

Relevance. Currently, close attention is attracted by changes in the field of human resource management in modern conditions of digitalization of the economy, analysis of its positive and negative consequences. The main directions of transformation of the labor market and forms of employment of the population are highlighted, namely: the development of innovative methods and tools in the HR-sphere; use of electronic resources for recruiting; manifestation of sectoral shifts in the structure of labor demand; the emergence and development of atypical forms of employment and the polarization of the labor market; quick update of the list of professions and skills in demand for employees; leveling the national boundaries of the labor market.The purpose is to consider modern views on the concept of effective HR activities.Objectives. Based on research data on the digitalization of HR departments in domestic companies of various levels, highlight the main trends in changes in the human resource management system in the context of the digitalization of the economy; substantiate the opinion that these changes require a response from the human resource management service in the organization and significantly modify the list of their functions.Methodology. The following methods were used: theoretical analysis of the sources of the problem under study, forecasting the situation under consideration, expert assessments.Results. On the basis of the study, the following main results were obtained: the directions of development of the functions of the personnel service of the enterprise and the principles of its work with personnel were analyzed. These trends are: transformation of the structural and organizational structure of enterprises; expanding outsourcing of personnel; development of HR analytics and personalization; increased attention to the formation of a positive HRbrand of the employer; digitalization of HR management technologies; changing the approach to corporate training; predicting future professional skills and competencies; exploring the possibility of preventive training in new areas; increasing requirements for the HR manager.Conclusions. The study made it possible to consider the impact of digitalization on the labor market and, in particular, on the field of human resource management. Particular attention is paid to the use of software products and modern information management tools in HR management. The advantages of introducing information HRtechnologies in solving social and economic problems are analyzed.

This study examines the relationship between digital transformation and human resource management (HRM) practices in public universities in the United Arab Emirates via a synthesis of Resource-Based View and Dynamic Capabilities Theory. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. Adopting a conceptual approach, this paper provides a comprehensive framework that connects the important elements of digital transformation, comprising technological infrastructure, digital transformation culture, and human resource capabilities, to the core HRM practices, namely recruitment, training, and performance appraisal. This study contributes to the existing literature by proposing a dual conceptualization of digital transformation as both a strategic resource and an adaptive capability that enhances HRM effectiveness. Moreover, the current study proposes a structured questionnaire approach for future empirical validation using Structural Equation Modelling (SEM). It is expected that future empirical findings will demonstrate that it is not only the size of technology investment, but also the organization’s ability to develop dynamic capabilities like organizational learning and strategic flexibility that mediate the relationship between digital transformation and HRM practices. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. In particular, little is known about the underlying mechanisms through which digital transformation influences HRM practices, especially the mediating role of dynamic capabilities. Furthermore, the integration of the Resource-Based View and Dynamic Capabilities Theory in explaining this relationship remains underexplored in higher education contexts. Accordingly, this study aims to develop a conceptual framework that explains the relationship between digital transformation and HRM practices in UAE public universities. The study draws theoretical implications through the integration of RBV and the dynamic capabilities perspective into the ecosystem domain of digital HRM, as well as for university leaders and policymakers who would design systematic processes to align digital transformation initiatives in a way that serves human resource strategies. It highlights the need to create a digital culture, develop workforce digital competencies, and take an integrated approach to build sustainable institutional performance.

The purpose of the article is to identify drivers and trends in research in the field of human resource management using bibliometric analysis. The introduction of innovations, digital transformation of business processes, changes in the labor market, and economic instability require the search for drivers of the development of the HR management system at an enterprise. The information base of the study is articles published in peer-reviewed journals of the Scopus database. The dynamics of the number of indexed publications on the studied topic, country affiliation, and the sectoral structure of publications were analyzed, and the contribution of individual researchers was highlighted to identify trends in the field of human resource management using the analysis tools provided by the Scopus database. The rapid growth of publications has been observed since 2012 to the present day. During this period, there was a change in the research vector: while in 2012-2016, most publications were focused on determining the impact of human resource management on the efficiency and effectiveness of the enterprise, in 2020-2022, the activity of research on sustainable development, green management, and human resource management in times of crisis increased. The most cited articles on human resource management indexed in the Scopus database are devoted to theoretical approaches to strategic human resource management, the impact of human resource management on enterprise efficiency, engagement problems, motivation, and professional development. The most cited articles on human resource management indexed in the Scopus database are devoted to theoretical approaches to strategic human resource management, the impact of human resource management on enterprise efficiency, engagement problems, motivation, and professional development. The leading countries in the number of publications are the USA, China, and the UK. There are 8 clusters representing the main areas of research in the field of human resource management: behavior, efficiency, management, sustainable development, personnel management, human resources, organization, higher education. Keywords: human resource management, personnel management, bibliometrics, clustering, mapping.

Transformative technology such as Robotic Process Automation (RPA) and Cloud Integration is the platform to achieve streamlining of operations, enhance employee productivity, and drive innovation for your business. While RPA automates repetitive, rule based work, cloud computing is the scalable, flexible and decentralized infrastructure for storing and processing of data, and collaboration. With RPA integrated with cloud platforms, organizations gain several advantages including accessibility, low cost and real time collaboration. Choosing the right cloud provider that supports RPA workloads, ensuring data flow seamlessly between RPA bots and cloud systems, and using cloud based RPA tools that can scale and that add flexibility, are the best practices for RPA and Cloud integration. It is also important to enforce robust security protocols, data governance as well as comply with risks. Integration is successful when RPA links with cloud native apps and services with as little disruption to work as possible and as much automation effect as possible. It is therefore recommended that performance monitoring, testing and continuous improvement of automation process should be given priority. Through the implementation of these best practices, organizations can attain near full potential RPA and cloud integration for operation efficiency, better customer experience and faster digital transformation. In this paper we explore the key strategies, challenges and solutions to ensure success with the integration of RPA into cloud technologies to help businesses looking to optimize the use of automation and cloud capabilities in unison.

Orientation: Organisations are undergoing digital transformation and incorporating artificial intelligence (AI) into business processes and functions. The use of AI technologies, instead of people to perform specific low-level repetitive tasks has become common practice.Research purpose: The research aimed to investigate the impact of AI technologies on the South African workforce, specifically from the perspective of senior human resource (HR) managers.Motivation for the study: The adoption and implementation of AI, robotic process automation (RPA) and large language models, such as ChatGPT in a business, change the way personnel perform specific tasks, interact and participate in business processes.Research approach/design and method: The study used a qualitative research design and a deductive approach. A survey with open-ended questions was conducted among senior HR managers working for leading manufacturing organisations and institutions in South Africa. Content analysis was used to analyse the responses.Main findings: Human resource managers emphasised the importance of AI and RPA in remaining globally competitive and streamlining business and HR processes, highlighting the need to empower the workforce, identify ideal employee traits for AI and RPA integration and effectively manage these technologies within organisations.Practical/managerial implications: The senior HR managers offered advice on how to manage the use of AI and RPA technologies in an organisation.Contribution/value-add: The study highlights senior HR managers’ perceptions of the use and impact of AI and RPA in organisations in South Africa

Robotic process automation (RPA) is transforming the healthcare industry through the automation of jobs, optimisation of workflows, and improvement of operational efficiency. This chapter examines the revolutionary capacity of robotic process automation (RPA), emphasising its various uses, advantages, and ethical implications. Although RPA enhances the efficiency of resource allocation and enhances the quality of patient care, it is crucial to tackle concerns such as job displacement and data privacy. Empirical case studies provide concrete evidence of the tangible effects of robotic process automation (RPA) on the delivery of healthcare services. Anticipating and adopting the progress of robotic process automation (RPA) with ethical accountability holds the potential for a more streamlined and patient-focused healthcare system.

The article is devoted to digital design in the human resource management system and its role in the implementation of the organization's sustainable development strategy. Digitalization of the Russian economy in the field of human resource management is becoming increasingly popular, opening up broad prospects for the economic growth of enterprises and stimulating competition in the market. In turn, the focus on digital transformation of the HRM system is reflected in the strategic management of the enterprise. The purpose of the work is to analyze digital design in the HRM system as a component of the strategic management process in the light of the sustainable development of the organization. A systematic approach was chosen as the leading approach to the research, considering the process of digital transformation as a complex and, at the same time, holistic phenomenon included in the organization’s’s management system. During the research, an analysis of the dynamics of digital transformation implemented in the form of projects in the field of HRM was carried out, trends in the digitalization of personnel management processes were identified, segments of digital design in the HRM system were identified, the main suppliers of digital design solutions were indicated, drivers and problems of digitalization of HRM systems were noted, and the role of digitalization of the HRM system in the sustainable development strategy.

Purpose The authors share a real-world case study of a multiple-year adoption process of robotic process automation (RPA) in procurement to add to the limited empirical research base on RPA in supply chain management. The Maersk case offers hard evidence of the value of RPA that can be used as a benchmark for decision-making in companies and as a basis for further research in key areas such as change management and behavioral aspects as well as return on investment on RPA and the need for RPA capability development. Design/methodology/approach Together with the co-author from Maersk, the authors cover a multiple year RPA program in procurements, to capture lessons learned and develop research questions for the future. The authors consider 39 generic action principles for RPA adoption in a specific procurement context. Findings The authors find RPA for procurement to be an enabler of strategic progress and of advancing the concept of triple values (enterprise, customer and employee) in a supply chain setting. The authors offer RPA adoption scoping guidance and show how, with growth and maturity of the program, conditions such as predictability of volume become less relevant as a scoping criterium. The authors also find that RPA augments work rather than replace staff. Maersk utilizes staff time freed up by automation to focus employees on more strategic priorities. The authors consider 39 generic action principles for RPA adoption in a procurement-specific context and develop additional action principles based upon the Maersk case. Originality/value The authors study both a unique and rich case to complement limited empirical research on RPA in procurement and supply chain management and the limited research into RPA past early stage adoptions. The authors address Hofmann et al.'s (2019) questions about the change management involved in RPA and consider generic RPA action principles from literature in this specific procurement setting. The authors extend those action principles and develop a rich set of research opportunities.

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

Although the field of human resource management (HRM) positions itself as a source of sustained competitive advantage, HR practitioners are often criticized for their lack of strategic thinking skills. While a growing number of business programs now offer courses on strategic HRM, there are limited published teaching techniques designed to incorporate active learning into the strategic HRM classroom. This paper outlines an in-class exercise and assigned paper that gives HRM students hands-on experience applying strategy tools used in organizations. On the basis of their analysis, students develop a an action plan using goal-setting theory (Locke & Latham, 1990) and a Personal Value Proposition that describes what they will be able to offer employers after graduating. After introducing the field of strategic HRM and the challenges of making HR strategy relevant and engaging to undergraduate students, this paper outlines SWOT analysis, stakeholder analysis and scenario planning as three strategic tools applicable to HRM. Next, an in-class exercise and course paper that provides an opportunity to apply these tools and assists students their own professional development are outlined. Student survey responses report that the exercise contributed to their learning about strategy tools (M = 4.03, SD = 0.69 on a five-point scale) and that the exercise was valuable for developing self-awareness about their future career (M = 4.07, SD = 0.62 on a five-point scale). The paper concludes with a discussion of how the activity can be incorporated into other management courses.