An artificial intelligence algorithmic approach to ethical decision-making in human resource management processes

Management scholars and practitioners have highlighted the importance of ethical dimensions in the selection of strategies. However, to date, there has been little effort aimed at theoretically understanding the ethical positions of individuals/organizations concerning human resource management (HRM) decision-making processes, the selection of specific ethical positions and strategies, or the post-decision accounting for those decisions. To this end, we present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain ethical decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as AI-augmented (HRM^(AI)) and HRM^(AI) assimilation processes, AI-mediated social exchange, and the judgment and choice literature. We highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research, and we propose their key role in HRM strategy selection.     

Lost in translation: exploring the link between HRM and performance in healthcare

Using data collected in 2004 from 132 Victorian (Australia) public healthcare providers, comprising metropolitan and regional hospital networks, rural hospitals and community health centres, we investigated the perceptions of HRM from the experiences of chief executive officers, HR directors and other senior managers. We found some evidence that managers in healthcare organisations reported different perceptions of strategic HRM and a limited focus on collection and linking of HR performance data with organisational performance management processes. Using multiple moderator regression and multivariate analysis of variance, significant differences were found in perceptions of strategic HRM and HR priorities between chief executive officers, HR directors and other senior managers in the large organisations. This suggested that the strategic human management paradigm is ‘lost in translation’, particularly in large organisations, and consequently opportunities to understand and develop the link between people management practices and improved organisational outcomes may be missed. There is some support for the relationship between strategic HRM and improved organisational outcomes. Implications of these findings are drawn for managerial practice.     

The dynamic nature of HRM implementation: a structuration perspective

Abstract

Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.     

AI-augmented HRM: Antecedents,assimilation and multilevel consequences

The current literature on the use of disruptive innovative technologies, such as artificial intelligence (AI) for human resource management (HRM) function, lacks a theoretical basis for understanding. Further, the adoption and implementation of AI-augmented HRM, which holds promise for delivering several operational, relational and transformational benefits, is at best patchy and incomplete. Integrating the technology, organisation and people (TOP) framework with core elements of the theory of innovation assimilation and its impact on a range of AI-Augmented HRM outcomes, or what we refer to as (HRM^(AI)), this paper develops a coherent and integrated theoretical framework of HRM^(AI) assimilation. Such a framework is timely as several post-adoption challenges, such as the dark side of processual factors in innovation assimilation and system-level factors, which, if unattended, can lead to the opacity of AI applications, thereby affecting the success of any HRM^(AI). Our model proposes several testable future research propositions for advancing scholarship in this area. We conclude with implications for theory and practice.     

The coalescence between synergies and conflicts of interest in a top consultancy firm: an analysis of the implications for consultants' attitudes and behaviours

The management of human resources represents a critical strategic function for consultancies. For such organisations, the HRM literature aligned to the resource‐based view prescribes practices that centre on strengthening the relationship between a consultancy firm and its staff. However, this insular framework fails to take adequate account of consultants' engagement with external actors, particularly clients. This article explores the interplay between the synergies and conflicts of interest generated by the relational environment in which consultants operate and the implications of these tensions for consultants' attitudes and behaviours in a leading international consultancy firm. The findings from this study advance our understanding of the factors that affect the management of these key human resources and contribute to growing critiques calling for the refinement of the resource‐based view.     

Managing multidimensional knowledge assets: HR configurations in professional service firms

The purpose of this article is to illustrate empirically how HR practices are configured to manage multidimensional knowledge assets. It contributes directly to the configurational approaches to HRM by identifying HRM systems that are used to manage various types of knowledge assets. First, we develop a framework from theory to categorise knowledge assets into human (industry and firm specific), social (entrepreneurial and co‐operative) and organisational capital (mechanistic and organic). Within this framework, we draw on data gathered in the 12 professional services firms to understand how HR practices enable the management of each knowledge asset. We identify two configurations of HR practices (organisationally and professionally focused). These configurations do not exist in isolation but are used simultaneously by organisations via either a targeted (different practices in different parts of the organisation) or a temporally segregated way (different practices for the same group of employees over time).     

Strategic HRM and organisational learning in the Chinese private sector during second-pioneering

This study examines the relationship between strategic human resource management (HRM) and organisational learning in Chinese private firms during the second-pioneering stage, which involves a process of transition from ‘opportunism’ to ‘capability building’. It specifically examines how this relationship is influenced by environmental uncertainty and guanxi dependence. Using data from a face-to-face survey of 107 Chinese private firms, the findings show that strategic HRM has a positive effect on all four dimensions of organisational learning: knowledge acquisition, knowledge distribution, knowledge interpretation and organisational memory. In addition, task environmental uncertainty positively moderates the relationship between strategic HRM and organisational learning. However, the moderating effects of institutional environmental uncertainty and guanxi dependence on this relationship are not significant. These results highlight the importance of strategic HRM for organisational learning in uncertain task environments to promote organisational transition.     

Systemic justice and burnout: A multilevel model

With the aim of extending organisational justice research to embrace significant and enduring aspects of the workplace context, this study examines organisational culture and human resource management (HRM) as constitutive dimensions of systemic justice and relates them to employee health. Bridging organisational justice, HRM, organisational culture, and occupational health research, we advance and test a multilevel model relating systemic justice to burnout. Data collected from 60 organisations; 89 employee groups; and 1,976 employees provide support for the hypothesised relationships between justice‐oriented culture, in terms of organisational values and group culture, and justice‐oriented HRM. In turn, justice‐oriented HRM related directly to employee burnout and indirectly through employee perceived job control and supervisor social support.     

Exploring the power dimensions of the human resource function

While a large body of literature has investigated the content of human resource management (HRM) practices, this research explores the process through which the HRM function impacts on organisational performance. Specifically, the research explores the reasons for the success or failure of HRM initiatives that have been associated with organisational outcomes and classifies the reasons as dimensions of HRM power. Based on 26 interviews conducted in Australia with senior HRM executives, top management team (TMT) executives and two management consultants, we found that, in order to contribute to organisational performance, HRM professionals can effectively utilise three dimensions of power, namely power of resources, power of processes and power of meaning. The findings offer new insights to the relationship between dimensions of HRM power and organisational performance.     

Strong HRM processes and line managers' effective HRM implementation: a balanced view

Exploring a unitarist and pluralist Human Resource Management (HRM) perspective, we propose a more nuanced view on Bowen and Ostroff's (2004) concept of strong HRM processes. More specifically, we investigate whether strong HRM processes contribute positively or negatively to line managers' effective HRM implementation. The results of a multi‐level model with data from 125 line managers and 899 employees of five organisations show a complex picture. In line with unitarist thinking, we find a positive indirect effect of strong HRM processes on HRM implementation effectiveness via line managers' ability. In accordance with pluralist thinking, we find a negative direct relationship between strong HRM processes and HRM implementation effectiveness. We discuss the tensions in HRM that might explain these ambiguous findings.     

Geographical Information Systems, Spatial Analysis and Public Policy: the British Experience

Geographic information systems (GIS) have received considerable academic and practitioner attention in the last ten years. It is our view that these tools have been considerably oversold to public sector organisations-particularly local government-many of whom have failed to achieve the benefits they expected. In our paper, we attempt to develop a broad definition of GIS and discuss the relationship between GIS and policy analysis, spatial decision support systems, spatial analysis and spatial modelling. We also seek to explore how GIS fits into the management information systems and information architectures of public sector organisations and examine some of the human and organisational tensions which GIS adoption and use have brought about. Where possible, we have used examples of how GIS has been used to inform public development in several areas though these have generally been in academic settings and not in public sector organisations.     

HR accounting as a measurement tool

In tracing the history of human resource accounting, most reviewers would agree that the topic is now experiencing something of a revival. This research set out to explore why HR accounting is regarded as important, to whom it is important and its links with organisational and HR strategies. We used a survey‐questionnaire approach to gather data. A scale was developed measuring the extent to which respondents thought each item reflected their organisation's view on the importance of measuring of human resources. Component analysis revealed two reasons why measuring human resources is perceived as being important. The first illustrates the view that ‘measurement reflects the strategic and competitive importance of human resources’, while the second suggests that,‘to earn credibility, HRM must be expressed in financial terms’. Further analysis highlighted the importance of senior management and financial managers' support for measuring human resources and drew attention to what may appear to be a ‘hard view' of HRM held by HR managers in relation to why they consider this important.     

An evaluation of the Investors in People Standard

The authors describe the Investors in People Standard and explain the process which organisations need to complete to gain the accolade Investor in People. A postal survey with 455 respondents is described and findings given. A total of 17 case studies were also conducted, as were seven interviews with key agencies in this field. The authors conclude that there is evidence of positive perception of the impact of human resource development (HRD) on organisational performance and that there is a common acceptance of certain strategies as best practice. There is also evidence that the adoption of a systematic process to adjusting training and development to business strategies results in a more normative commitment to employee development.     

The link between perceived HRM practices,performance and well‐being: the moderating effect of trust in the employer

The present study examines the interaction between perceived HRM practices and trust in the employer on employee performance and well‐being. Specifically, the study tests whether trust in the employer moderates the relationships between perceptions of HRM practices and task performance (as rated by employees’ supervisors), organisational citizenship behaviour, turnover intentions and employee well‐being. Support was found for the majority of the hypotheses using data from 613 employees and their line managers in a service sector organisation in the UK. Trust in the employer moderates the relationships between perceived HRM practices and task performance, turnover intentions and individual well‐being, but not organisational citizenship behaviour. Implications of the findings for organisations and future research are discussed.     

Artificial Intelligence–HRM Interactions and Outcomes: A Systematic Review and Causal Configurational Explanation

Artificial intelligence (AI) systems and applications based on them are fast pervading the various functions of an organization. While AI systems enhance organizational performance, thereby catching the attention of the decision makers, they nonetheless pose threats of job losses for human resources. This in turn pose challenges to human resource managers, tasked with governing the AI adoption processes. However, these challenges afford opportunities to critically examine the various facets of AI systems as they interface with human resources. To that end, we systematically review the literature at the intersection of AI and human resource management (HRM). Using the configurational approach, we identify the evolution of different theme based causal configurations in conceptual and empirical research and the outcomes of AI-HRM interaction. We observe incremental mutations in thematic causal configurations as the literature evolves and also provide thematic configuration based explanations to beneficial and reactionary outcomes in the AI-HRM interaction process.     

Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees

Within the Australian context of a shortage of skilled professionals, this article uses the Harvard model of human resources management (HRM) to conceptualise how changes in stakeholder interests coupled with changes to situational factors affect public sector HRM policy choices that in turn affect HRM outcomes for different types of public sector employees. The findings obtained using path analysis suggest that the proposed model explained almost 50% for nurses and less than 14% for police officers. In the case of nurses, the strong significant relationship between HRM inputs and outputs may provide a further plausible explanation for one of the long-term consequences of new public management – namely, the inability to retain skilled employees (especially those in the health sector) across numerous OECD countries. The implication of these findings is that the present public sector HRM policy choice should be re-examined because of its impact on HRM outcomes. Moreover, public sector employees should not be regarded as one uniform group that responds alike to the same policy. Whilst the merits of pursuing a strong auditing focus may have benefited organisations financially, the benefits can only remain if public sector employees, including professionals, are prepared to work under those conditions. The inability to retain nurses in numerous countries, coupled with past studies that have identified (poor) management as a contributing factor, suggests that past HRM policy choices may have to be replaced by new HRM policy choices that focus on employees' perceptions of well-being. However, more studies using different types of professionals are required to confirm the generalisability of these findings.     

An interdisciplinary review of AI and HRM: Challenges and future directions

Artificial intelligence (AI) has the potential to change the future of human resource management (HRM). Scholars from different disciplines have contributed to the field of AI in HRM but with rather insufficient cross-fertilization, thus leading to a fragmented body of knowledge. In response, we conducted a systematic, interdisciplinary review of 184 articles to provide a comprehensive overview. We grouped prior research into four categories based on discipline: management and economics, computer science, engineering and operations, and others. The findings reveal that studies in different disciplines had different research foci and utilized different methods. While studies in the technical disciplines tended to focus on the development of AI for specific HRM functions, studies from the other disciplines tended to focus on the consequences of AI on HRM, jobs, and labor markets. Most studies in all categories were relatively weak in theoretical development. We therefore offer recommendations for interdisciplinary collaborations, propose a unified definition of AI, and provide implications for research and practice.     

Sustainable HRM strategies and employment relationships as drivers of the triple bottom line

This paper aims to develop a conceptual framework capable of analysing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, we identify different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies. We propose different sustainable employment relationships considering two dimensions: inducements offered by an organisation and expected employee behaviours in order to comply with sustainable HRM strategies. All the above also necessitates a system of HRM practices (content of the employment relationship) that should be well defined and oriented towards sustainability. Accordingly, we suggest associations of specific systems of HRM practices, depending on the type of employment relationship and sustainable HRM strategy, in order to promote the expected ‘Triple Bottom Line’, and which also improve firm competitiveness.     

A cross‐cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective

Previous research has shown that human resource management (HRM) practices vary across cultures. However, little research has empirically compared the effects of various HRM practices on firm‐level or individual‐level outcome variables across cultures. Drawing upon psychological contract theory and the literature on cultural values, the present study examined the effects of three organisational‐level HRM practices on individual organisational commitment in a survey of 2424 individuals in 120 organisations located in four countries and three industries. Based upon the GLOBE study, we classified the four countries into two groups – high versus low institutional collectivism. The results of our hierarchical linear modelling (HLM) analyses found significant differences in the effects of organisational‐level HRM on individual organisational commitment across cultures for two of the three HRM practices included in our model: training and teamwork. We also found partial support for differences across cultures for the effects of the third HRM practice: employee involvement in decision making. Overall, our results support the utility of theoretical and empirical models that address multiple levels of analyses to better understand the mechanisms through which the HRM‐performance link takes place across national cultures.     

Developing service climate in local vs. foreign firms in smaller Asian emerging markets: a resource-based and social exchange perspective

While research on drivers of service climate has focused on organisational resources and human resource practices such as training, employee autonomy and inter-departmental support, how these resources interrelate and influence service climate has not been examined, especially in the context of smaller Asian emerging market. Drawing on the resource-based view and its extension on dynamic capability, and social exchange theory, this qualitative study investigates how local and foreign firms in smaller Asian emerging markets create a favourable service climate. Our findings suggest three inter-related groups of factors that influence service climate, namely firm-based, market-based and culture-based drivers. Notably, foreign service firms perform better than their local counterparts in several firm-based drivers (e.g. service-oriented human resource management practices, work facilitation resources). Our study proposes a conceptual framework that integrates inter-relationships of organisational resource-based factors and explains how internal and external factors drive service climate in firms in smaller Asian emerging markets.