A Comprehensive Review of the Effects of Digital Technology on Human Resource Management

Abstract

Digital technology has had a massive impact on business management procedures, driving modifications. The goal of this study is to figure out how human resource management (HRM) in businesses should change as digital technology develops. Via social, mobile, analytic and cloud technology, businesses can monitor and ensure that preconceptions and assumptions inside the organization drive acceptable behaviour. The outcomes of this study reveal that information transformation has influenced jobs growth, labour supply and the composition of corporate talent. Management and control in management of human resources (HR) should give way to empowerment. The goal of the current review is to examine current technological trends in HRM-related enterprises. Peer-reviewed articles from databases like EBSCO, Emerald and Sage publications provide the foundation of the review. Since there are few academic articles on the subject of the study, which covers technology in HRM and cloud in HRM, references from organizational reports have also been incorporated. Utilizing digital technologies in HR will increase organizational performance through decisions involving talent, forecasting workforce requirements and maximizing talent through planning and development. Informed decision-making will also allow HR to assist an organization in achieving corporate objectives. It also makes it possible to manage staff members through hiring, training, job happiness, productivity and task assignment based on qualifications. Additionally, it aids in determining the cause of attrition and locating high-value individuals who are departing.

Citation

Shukla, A., Mishra, L. and Agnihotri, A. (2023), "A Comprehensive Review of the Effects of Digital Technology on Human Resource Management", Misra, R.K., Shrivastava, A. and Sijoria, C. (Ed.) Technology, Management and Business (Advanced Series in Management, Vol. 31), Emerald Publishing Limited, Leeds, pp. 7-19. https://doi.org/10.1108/S1877-636120230000031002