Human resource management in Industry 4.0

Industry 4.0 ◽  
2020 ◽  
pp. 241-272
Author(s):  
Rui Pedro Freitas ◽  
Carolina Feliciana Machado
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0

Emerging human resource management practices in Industry 4.0

2019 ◽  
Vol 18 (4) ◽  
pp. 176-181 ◽  
Author(s):  
Geeta Rana ◽  
Ravindra Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Best Management Practices ◽  
Industry 4.0 ◽  
Management Practices ◽  
Industrial Relations ◽  
Content Type ◽  
Human Resource Management Practices

Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

scholarly journals External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

2019 ◽  
Vol 11 (2) ◽  
pp. 345 ◽  
Author(s):  
Katarína Stachová ◽  
Ján Papula ◽  
Zdenko Stacho ◽  
Lucia Kohnová
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personal Development ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Management Approach ◽  
Employee Education ◽  
Significant Difference ◽  
Education And Development

The new challenges that will currently affect the existence and sustainability of businesses stem from the dramatic changes that come from the fourth industrial revolution. Based on the concept of intellectual capital management as a resource-based strategic management approach, which leads to the management of structural, human, and relational capital, sustainable human resource management underlines the involvement of partnerships and external relations in learning and personal development processes. Industry 4.0 expects major changes in human resource management and processes such as education. Organizations will benefit from the new knowledge in the near future that will need to be brought into the internal environment of the organization constantly. However, this will require cooperation with the external environment, and the resulting new education opportunities built on cooperation with external partners, organizations, and educational institutions. Innovations as essential factors in adapting to major changes in the environment will be key in all organizational processes, including educational. This paper focuses on comparing highly innovative countries and less innovative countries in Central Europe, analyzing 1482 businesses by looking at differences in attitude towards employee education and individual forms of employee education. The main statistically significant difference is in the strategic approach to employee education and development and the set-up between innovative countries and moderate innovators.

scholarly journals Holistic Approach for Human Resource Management in Industry 4.0

Procedia CIRP ◽  
2016 ◽  
Vol 54 ◽  
pp. 1-6 ◽  
Author(s):  
Fabian Hecklau ◽  
Mila Galeitzke ◽  
Sebastian Flachs ◽  
Holger Kohl
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Holistic Approach

scholarly journals An Industry 4.0: Strategy Direction Of An Airline Operations Performance

2021 ◽  
Vol 21 (3) ◽  
pp. 278
Author(s):  
Dewi Nusraningrum ◽  
Tri Mayang Mekar ◽  
Jajang Gunawijaya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Process Management ◽  
Operating Performance ◽  
Operation Performance ◽  
The World ◽  
Aviation Operations ◽  
The Relationship

Air transport is an industry 4.0 sector of priority that continues to evolve as the era becomes the backbone of a country's economy. The opening of the economic market in all regions of the world has increased the complexity of air transportation, including in Indonesia. In this decade as the development of technology and the 4.0 industry, the air plane remains the choice of people to explore the world and also the movement of people from one place to another is rapidly secured funds. The strategy to compete with the airline is to improve flight image in Indonesia by improving the performance of aviation operations. This research aims to analyse and evaluate the performance of aviation operations in Indonesia from the company's perspective. The survey method was conducted through the dissemination of questionnaires to respondents with purposive sampling techniques netted 200 aviation employees in Indonesia. The data collected is processed using the Structural Equation Model - Partial Least Square. The results showed; Strategy direction proved to affect process management, process management proved no effect on operation performance, strategy direction has no effect on Operation performance, strategy direction proved to affect human resources management, human resource management proved to be no impact on Operation performance, Process management proved unable to fully mediation the relationship between strategy direction with operating performance, HR management proved not to fully mediation the relationship between strategy direction to operating performance. So it can be said the strategy direction of the company directly affects the flight operation performance. Keywords— Strategy direction; process management; human resource management; operation performance

scholarly journals Artificial Intelligence Based Strategic Human Resource Management (AISHRM) For Industry 4.0

2020 ◽  
pp. 7-13 ◽  
Author(s):  
K R Samarasinghe ◽  
Dr. Ajith Medis
Keyword(s):  
Artificial Intelligence ◽  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Model ◽  
Human Resource ◽  
Industry 4.0 ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Sustainable Competitive Advantage

Industry 4.0, known as industry revolution 4.0, is going to be a business environment in which the labor market will get replaced by machines that can think like humans. Value chains of companies will get interconnected with data. Robots with artificial intelligence will be performing operations that were previously done by humans. Further, those will achieve more accuracy and efficiency in such activities. With this revolution, companies require to focus more on strategic human resource management, as human capital is going to be a much more valuable asset in industry 4.0 where organizations will be able to create sustainable competitive advantage through human capital. Artificial intelligence (AI) is going to be the fuel in industry 4.0. AI based machines will represent the majority of the labor force. This paper is to introduce AISHRM conceptual model which stands for the use of “Artificial Intelligence based Strategic Human Resource Management for industry 4.0”. This conceptual model developed based on the strategic human resource management theory of “resource-based view of a firm” or “resource advantage theory”.

Analysis of challenges in sustainable human resource management due to disruptions by Industry 4.0: an emerging economy perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vernika Agarwal ◽  
Kaliyan Mathiyazhagan ◽  
Snigdha Malhotra ◽  
Tarik Saikouk
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Industry 4.0 ◽  
Emerging Economy ◽  
Human Resource Practices ◽  
Decent Work ◽  
Structured Interviews ◽  
Content Type

PurposeSustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative.Design/methodology/approachThe authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology.FindingsThe performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0.Practical implicationsThis work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society.Originality/valueSustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands.

Like a Cog in a Machine

2021 ◽  
pp. 1-20
Author(s):  
Ali B. Mahmoud
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Ethical Concerns ◽  
Fourth Industrial Revolution

Similar to its sisters, the Fourth Industrial Revolution (Industry 4.0) has sparked varying sentiments and views regarding the ethicality and effectiveness of employing artificial intelligence (AI) tools in human resource management (HRM) in a way that triggers the need for a synthesis of current published work on the different views in that respect. This chapter presents an attempt to engage the different cogs with each other so the millstone will go around, and an updated understanding of AI-powered HRM from different angles is provided. This work reviews the main concepts revolving around AI and Industry 4.0. Also, it offers an up-to-date investigation of AI uses in HRM (e.g., People Analytics) and what risks or ethical concerns are being argued in contemporary discourse.

Human Resource Management in an Industry 4.0 Era

2020 ◽  
Author(s):  
Ravi Srinivasan ◽  
Maneesh Kumar ◽  
Sriram Narayanan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Daily Work ◽  
Hrm Practices ◽  
Cognitive Problem ◽  
White Collar Workers ◽  
Changing Role

With the advent of Industry 4.0, the role of a “typical” worker will change drastically. The new roles will require greater cognitive, problem-solving, and collaboration skills, to name a few. This shift requires that the current human resource management (HRM) practices change in accordance with the future role of the worker. To date, HRM has been focused on identifying workers who are well suited for performing tasks that improve efficiencies of the firm. Instead, new HRM practices need to focus on acquiring and managing the workforce that leverages Industry 4.0 technologies. This chapter identifies the changing landscape of work with respect to supply chain management. Specifically, it identifies the changes that will be ushered in for operations, procurement, logistics, and customer management as a result of Industry 4.0 technologies. Next, the chapter identifies the skills gap, reorganization of work, and changing role of blue- and white-collar workers involved in Industry 4.0 technology usage in daily work. Finally, it provides a framework that can be used by HRM professionals to acquire and reskill their workforce using the ability–motivation–opportunity framework.

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