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

Purpose The purpose of this study is to explore the effect of adopting categories of high-performance work practices (HPWPs) in human resource management (HRM) in some health dispensaries in the context of the Kingdom of Saudi Arabia. It examines their impact on specific performance areas that can be measured in line with defined performance measurement criteria by adopting the approach of best practices that covers a wide range of departments, levels and processes, including those that reflect the HRM strategy's effectiveness. Design/methodology/approach The study employed descriptive-exploratory research design which explores the effect of adopting categories of HPWPs in HRM in some health dispensaries in the context of the Kingdom of Saudi Arabia. Findings This study's findings also point to inefficient practices in uplifting organizational performance levels, such as performance-related compensation and information exchange. HPWPs contribute in achieving the institutions' goals in the employees' performance improvement their productivity in health dispensaries improvement of institutional characteristics and performance. HPWPs led to the improvement in the elements of performance, remarkable of which are: improvement in innovation level and creativity; management level improvement due to the compatibility of human resources (HR) practices with the employees' qualifications and experiences; support of the administration to these practices, individual and institutional goal achievement. Research limitations/implications The drawback of this analysis is that HR drivers have been listed for healthcare in Saudi Arabia. There will also be extra drivers or potential examinations. The research used expert opinions; they could modify their views in the future. Such work primarily relates to Saudi Arabia and requires validation in specific contexts. There are prospects for more research in the future, as this analysis should be used. This offers the partnership pattern for HR drivers in healthcare in Saudi Arabia. Practical implications The study presents practical implications to HRM of health services in Saudi Arabia. This may help to improve healthcare programme in Saudi Arabia and transforming it into a comprehensive healthcare network through which the country offers quality health coverage across various government departments. The private sector's involvement in providing healthcare services is also growing but is hampered by many HR-related concerns. Social implications With this study, it offers to improve the health services of Saudi Arabia for social development with regards to HRM practices. In which efficiency in healthcare ensures that the patient wants treatment in an inexpensive, secure, efficient manner because it needs it. HPWPs in HRM are examined in this research paper. Originality/value Despite the magnitude of the health dispensaries in the Kingdom of Saudi Arabia, and the geographical expanse, it covers in rendering its practical and medical services, there is an apparent lack of full grasp on the part of managers concerning the potential role that HPHWs can play a major role in contributing to the development of health services across the board; in addition to the fact that some institutions are not desirous of changing the framework and operations of their HRM amongst healthcare institutions in Saudi Arabia.

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

The adoption of Artificial Intelligence (AI) in human resource management (HRM) and the acceptance of digital HR systems by employees in higher education institutions have become important factors in the management of the workforce in these institutions. This study aims to present a systematic literature review on the available research on the adoption of AI in HRM in higher education institutions and the factors that influence employee acceptance of digital HR systems. The available literature on the adoption of AI in HRM in higher education institutions was identified using the PRISMA approach, and relevant literature was identified from Scopus, Web of Science, Google Scholar, and Africa Journals Online (AJOL) databases, with the publication dates ranging from 2019 to 2026. The literature review indicates that the adoption of AI in HRM in higher education institutions is mainly in administrative functions, not in strategic functions, and that the adoption is influenced by technological, organisational, and environmental factors, while the barriers to adoption include infrastructural, cost, skill, and ethical factors. Employee acceptance is influenced by perceived usefulness, ease of use, trust, and organisational support, but resistance is driven by fear, ethics, and threats to professional autonomy. These findings are discussed using the Technology Acceptance Model (TAM), the Unified Theory of Acceptance and Use of Technology (UTAUT), and the Diffusion of Innovation (DOI) theory, which offer a comprehensive understanding of the technology and socio-organisational factors that influence AI adoption in HE HRM. In the final section, recommendations are offered for policy, practice, and further research, which highlight the importance of strategic alignment, capacity building, ethics, and contextual approaches to AI adoption and employee engagement with HR technology.

PurposeThe purpose of this paper is to establish if indeed human resource management (HRM) practices drive organizational learning capability and, in turn, fortify small and medium enterprises (SMEs) performance. The purpose of mediation analysis is to see if the influence of organizational learning capability is stronger than the direct influence of HRM practices on SME performance.Design/methodology/approachData was collected from managerial-level employees of SMEs using questionnaire survey. This study used the Partial Least Squares approach to structural equation modeling to test the hypothesized relationship, as it involves the relationships among multiple variables.FindingsOf the HRM practices, incentive and compensation and team working seem to be important for firm performance. As for organizational learning capability, only openness and experimentation and managerial commitment have a direct positive impact on firm performance. The results of the mediation analysis established organizational learning capability as a mediator, albeit partially.Originality/valueAlthough prior research revealed a positive relationship between HRM practices and performance, this study illuminates the black box in-between, as few studies have established its importance in the relationship between HRM practices and firm performance. The findings provide more consensus on the ongoing debate on the linkages among HRM practices, SME performance and organizational learning capability.

Purpose: The aim of this research is to investigate the factors that facilitate the adoption of artificial intelligence (AI) in order to establish effective human resource management (HRM) practices within the Indian pharmaceutical sector. Design/methodology/approach: A model explaining the antecedents of AI adoption for building effective HRM practices in the Indian pharmaceutical sector is proposed in this study. The proposed model is based on task-technology fit theory. To test the model, a two-step procedure, known as partial least squares structural equational modeling (PLS-SEM), was used. To collect data, 160 HRM employees from pharmacy firms from pan India were approached. Only senior and specialized HRM positions were sought. Findings: An examination of the relevant literature reveals factors such as how prepared an organization is, how people perceive the benefits, and how technological readiness influences AI adoption. As a result, HR systems may become more efficient. The PLS-SEM data support all the mediation hypothesized by proving both full and partial mediation, demonstrating the accuracy of the proposed model. Originality: There has been little prior research on the topic; this study adds a great deal to our understanding of what motivates human resource departments to adopt AI in the pharmaceutical companies of India. Furthermore, AI-related recommendations are made available to HRM based on the results of a statistical analysis.

Tourism is a fast growing industry in Sri Lanka. Since gaining independence from the British in 1948, Sri Lanka has continued to attract foreign investors and tourists to the island. However it is the post war period that the sector has featured prominently a rapid growth. The arrival of tourists increased rapidly and passed the elusive one million mark in 2012 and increased further in 2014 and 2015. Consequently, the tourist earnings also increased and now the sector occupies the position as the third largest foreign exchange earner to the country after overseas remittances and textiles and apparel exports. It is expected to increase the number of arrivals up to 2.6 million by 2020. However, as a growing sector in the economy this sector faces several challenges and Human Resource Crises have been the top among others. The shortage of well-trained tourism personnel coupled with high rate of turnover continued to be a major issue for the industry with the situation worsening with many new hotels coming up in the country and absorbing the existing experienced personnel. Therefore, the broad objective of this study is to examine the role of Human Resource Management in finding suitable solutions to assist the industry to deal with HR issues successfully. In fact, as the first phase, this study attempts to develop a research model for action. Specifically, this study is designed to examine the role of Human Resource Management (HRM) practices in developing tourism sector in Sri Lanka and to propose a theoretical model that can be used to embark on a study to measure the real impact of HRM on the performance of tourism sector in Sri Lanka. The proposed model suggests a significant correlation that exists between HRM practices and firm performance in tourism sector. Further, the model will help better understand the missing link through which HRM practices will make the impact on firm performance in tourism sector in Sri Lanka.

This research explores the dynamics of Human Resource Management (HRM) in facing the challenges of the contemporary era characterized by technological integration, environmental sustainability, and organizational adaptability. Through a review of scholarly articles, this research explores the relationship between innovative HRM practices and their impact on organizational performance, employees, and response to change. Technology integration in HRM is a focus of attention. The integration of Artificial Intelligence (AI) and Advanced Analytics is changing the paradigm of HRM processes by improving efficiency, decision-making, and employee experience. The review showed that technology enables personalization of HRM and has a positive impact on organizational performance. The importance of environmental sustainability is also reflected in the practice of Green Human Resource Management (GHRM). The integration of environmentally sound transformational leadership components, environmentally sound social capital, and environmentally sound values in GHRM has a positive correlation with pro-environmental behavior in the workplace. These findings encourage a sustainable organizational culture and support employee performance. The era of the Fourth Industrial Revolution (Industry 4.0) presents new challenges for HRM. The integration of advanced technologies shapes organizational dynamics and employee behavior. This research highlights the importance of adaptability in HRM to deal with rapid contextual changes. Supply chain resilience is becoming an important aspect of HRM, especially in the face of unexpected disruptions. HRM practices that encourage employee participation in supply chain resilience development have a positive impact on organizational resilience and operational performance. The COVID-19 pandemic crisis demands adaptive and innovative HRM practices. This research shows that adaptable HRM practices contribute to organizational readiness in the face of challenges and sudden changes. The results of this review provide a foundation for further research in understanding the relationship between HRM practices and organizational and employee performance. In-depth quantitative research is expected to test the hypotheses formulated and provide guidance for effective HRM strategies in the face of modern organizational dynamics.

The objective of this study is to examine the function of HR analytics in the identification, monitoring and mitigation of risks within human resource management (HRM) systems. In the context of an increasingly intricate management of workforces, enterprises encounter a multitude of challenges, encompassing operational inefficiencies, elevated rates of personnel turnover, detrimental impacts on reputation, and regulatory infractions. The present study aims to analyse how HR analytics can serve as a strategic tool for risk assessment and mitigation, with a view to improving decision-making processes in HRM. Methodology. This study employs a qualitative research approach, focusing on an in-depth literature review and case study analysis to explore the role of HR analytics in risk monitoring and mitigation. The literature review synthesises extant research on HR analytics, risk management, and workforce planning, drawing on academic publications, industry reports, and theoretical frameworks. Furthermore, the analysis of case studies of organisations that have successfully implemented HR analytics for risk management provides valuable insights into best practices, challenges, and outcomes. The study utilised a range of qualitative data sources, including industry reports, HRM policy documents, and expert interviews, with the objective of offering a comprehensive understanding of the practical application of HR analytics. Results. The findings indicate that HR analytics has the potential to significantly enhance risk management in HRM systems by facilitating data-driven decision-making processes. Organisations that employ predictive analytics are able to identify potential workforce challenges, such as talent shortages, employee dissatisfaction, and compliance risks, before such issues escalate. Furthermore, the integration of HR analytics with artificial intelligence and big data solutions provides deeper insights into employee behaviour and workforce dynamics, thus improving organisational resilience. Practical іmplications. This study underscores the pragmatic advantages of HR analytics for human resources professionals, executives, and policymakers. The implementation of data-driven HR strategies has been demonstrated to result in enhanced workforce planning, reduced employee turnover, and improved regulatory compliance. Furthermore, it is asserted that organisations which leverage HR analytics for risk monitoring purposes can enhance their competitiveness by minimising workforce-related uncertainties and optimising human capital management. Value / Originality. This research makes a significant contribution to the extant literature by providing a structured analysis of HR analytics as a risk management tool in HRM. In contradistinction to preceding studies, which have chiefly concentrated on the utilisation of HR analytics for talent acquisition and performance management, this study accentuates its function in identifying and mitigating organisational risks. The originality of this work lies in its comprehensive approach, combining theoretical insights with real-world applications to demonstrate the strategic importance of HR analytics in modern workforce management.

Personnel HRM is the combination of personnel management (PM) and human resource management (HRM). PM continues to be used in firms as an administrative function. HRM takes over the responsibilities of PM. HRM currently implements HRM practices in organizations. They are, for example, training, compensation, recruitment, careers, and others. There are two kinds of responsibilities of HRM departments in organizations: employee affairs and HR-related activities. Employee affairs are related with administrative functions. HRM has the mission of performance, both individual and firm. Wright and McMahan (1992) articulated that HRM is the relation between HRM practices and firm performance. On the other hand, Boston Consulting Group (2010) specified that the future of HRM might be talent management. Therefore, firms may apply personnel HRM in their structure, which is related with the application of PM and HRM together. Firms might have specialists (experts) for administrative functions, and experts for HRM-related practices. Therefore, personnel HRM is: Personnel HRM = PM HRM or P-HRM = Administrative function HRM practices. Firms have specific task person for these roles above.

The current study explores the nexus of total quality management, human resource management, Agility in business, and firms’ financial performance. The current study's objective also investigates the moderating impact of emerging business competition among the nexus of total quality management, human resource management, Agility in business, and the firm's financial performance. The primary data has been gathered by using questionnaires from Chinese organizations' employees, while smart-PLS has been executed for analysis. The results exposed that total quality management, human resource management, and Agility in business positively associate with firms’ financial performance. The output also shows that the emerging business competition moderated among the nexus of total quality management, human resource management, and firms’ financial performance. These outcomes are suitable for the regulation-making authorities who want to develop quality and human management policies that could increase the firm performance.

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.

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.

PurposePrevious studies suggest that strategic human resource management (SHRM) is beneficial to firm performance. This study seeks to investigate the moderating effect of product market strategy (PMS), one of the contextual factors, on the relationship between SHRM and firm performance.Design/methodology/approachThis study conducted a survey on 235 Taiwanese firms and hierarchical regression analysis was performed.FindingsThe results failed to support the “universalistic” SHRM perspective. Only the interaction between an innovative PMS and SHRM exerted a significant effect on firm performance, which supporting the argument of the “contingency” perspective. The findings of this study confirmed the validity of the contingency model in an Asian society.Research limitations/implicationsDifferent from most previous studies conducted in a Western context, this study examined the data of Taiwan, and thus examined a very different cultural and institutional environment. Although this study obtained valuable results, the limitations of the subjective data, number of measurement items and the cross‐sectional design were discussed. In a future study, more work on revealing the influence of other unexplored factors to better understand the determinants of firm performance should be done.Practical implicationsCoping with innovation needs, the degree to which traditional human resource management (THRM) is transformed into SHRM determines how well a firm is able to sustain and enhance growth. This will enable firms to keep pace with the rapid environmental changes associated with globalization.Originality/valueInvestigates the moderating effect of PMS on the relationship between SHRM and firm performance in a Taiwanese context.

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.

PurposeDrawing on the Technology-Organization-Environment (TOE) framework, this study investigates how Public Administrations (PAs) can enhance organizational resilience through the integration of Artificial Intelligence (AI) in Human Resource Management (HRM) practices.Design/methodology/approachAdopting a qualitative and inductive research design, the study combines the analysis of policy and strategy documents with data from four exploratory focus groups and 43 semi-structured interviews with public managers.FindingsThe study identifies four mechanisms through which AI enhances resilience in PAs. First, the integration of AI into HRM improves recruitment, training, and performance management. Second, the development of key managerial competencies—including strategic thinking, change management, and emotional intelligence—supports effective AI adoption. Third, overcoming cultural and structural barriers, such as resistance to change and digital skill gaps, enables transformation. Fourth, the use of AI-driven tools strengthens crisis response, operational efficiency, and employee engagement. Together, these mechanisms foster adaptability and long-term resilience, highlighting the strategic role of AI-enabled HRM in the public sector.Practical implicationsThe findings offer practical recommendations for PA leaders, emphasizing the importance of AI-enabled HRM systems, continuous managerial development, and strategic actions to overcome implementation barriers. These insights provide a comprehensive roadmap for enhancing adaptability, efficiency, and resilience in public sector organizations—encompassing smart investments, leadership development, a supportive work culture, ethical governance, and infrastructure modernization.Originality/valueThis study advances the literature on AI adoption in PA by offering a nuanced, empirically grounded perspective on how AI-driven HRM practices and managerial competencies interact to shape organizational resilience.