HR at the Crossroads: Empowering Human–Machine Workspaces

Résumé fourni par la source

Abstract Purpose The study addresses the question of how artificial intelligence (AI) and algorithmic decision-making are redefining the practices of human resource (HR) as they cross their path in the journey between the premachine age and the postmachine age. Need for the Study The study addresses a gap in research by exploring the means through which the HR role can shift into mediating between human and machine collaboration and aligning technology integration to strengthen rather than replace people. Methodology The study uses an integrative review design to come up with the Human–Machine Synergy (HMS) model. It is based on the dynamic capabilities theory (DCT) to consider how HR reacts to technological disruption, the socio-technical systems theory (STS) to highlight the interdependence between human and machine systems, and human capital theory (HCT) is applied in order to underscore investments in employee capabilities. Findings The findings indicate the transformation of HR practice where HR emerges as a key broker between human intelligence and machine intelligence to facilitate productive engagement between employees and intelligent technologies. Practical Implications The research highlights applications for HR leaders and decision-makers to indicate that by employing the HMS model, organizations can transcend efficiency gains to create workplaces that are technologically sophisticated and, at the same time, robust, inclusive, and well-positioned to respond to the future of work.

Ce résumé expose les affirmations des auteurs. BNTIC ne l’interprète pas comme une validation indépendante des résultats.