Pub Date : 2021-11-12DOI: 10.5772/intechopen.100475
Kovvali Bhanu Prakash, Appidi Adi Sesha Reddy, Ravi Kiran K. Yasaswi
Artificial intelligence (AI) is seemingly everywhere, red-hot right now, livewire and livelihood for everyone contributing $15 trillion to the World Economy and amplifying Society (Humans 2.O), auguring Service (Cyborg Concierge) and augmenting Management (C-Suite). The waning of ‘Enterprise Technologies’ (R/3 Legacy Systems) and waxing of ‘Dynamic Technologies’ viz., Artificial Intelligence (AI), Deep Learning (DL) and Machine Learning (ML) reshaped, redefined and rewrite the concept of ‘Human Capital Management (HCM)’. The ‘Human Capital’ has always been a top challenge and ‘Human Talents’ are ever scarce resources even today. The Human Capital Management (HCM) and Human Capital Intelligence (HCI) emerged as ‘Natural Intelligence Science’ for Chief Human Resources Officer (CHRO). The HCM Functions have been augmenting, ‘app’ified (an application form) a nerve in a large, diagnosing and detecting problems, proposing the promising solutions. AI-powered HCM embedded into the workplace and transformed the workforce from doing digital to being digital, from centre driven to human-centric, from compliance and control to trust and empowerment. In dictum, AI and ML will be ‘Bright and Shiny Objects’ in the future reinventing Employee Workforce Analytics and redefining Employee Interface (EI) and refining Employee Experience (EX).
{"title":"AI-Powered HCM: The Analytics and Augmentations","authors":"Kovvali Bhanu Prakash, Appidi Adi Sesha Reddy, Ravi Kiran K. Yasaswi","doi":"10.5772/intechopen.100475","DOIUrl":"https://doi.org/10.5772/intechopen.100475","url":null,"abstract":"Artificial intelligence (AI) is seemingly everywhere, red-hot right now, livewire and livelihood for everyone contributing $15 trillion to the World Economy and amplifying Society (Humans 2.O), auguring Service (Cyborg Concierge) and augmenting Management (C-Suite). The waning of ‘Enterprise Technologies’ (R/3 Legacy Systems) and waxing of ‘Dynamic Technologies’ viz., Artificial Intelligence (AI), Deep Learning (DL) and Machine Learning (ML) reshaped, redefined and rewrite the concept of ‘Human Capital Management (HCM)’. The ‘Human Capital’ has always been a top challenge and ‘Human Talents’ are ever scarce resources even today. The Human Capital Management (HCM) and Human Capital Intelligence (HCI) emerged as ‘Natural Intelligence Science’ for Chief Human Resources Officer (CHRO). The HCM Functions have been augmenting, ‘app’ified (an application form) a nerve in a large, diagnosing and detecting problems, proposing the promising solutions. AI-powered HCM embedded into the workplace and transformed the workforce from doing digital to being digital, from centre driven to human-centric, from compliance and control to trust and empowerment. In dictum, AI and ML will be ‘Bright and Shiny Objects’ in the future reinventing Employee Workforce Analytics and redefining Employee Interface (EI) and refining Employee Experience (EX).","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125918985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-09DOI: 10.5772/INTECHOPEN.97539
D. Holátová, M. Březinová
Nowadays, every organisation is looking for new approaches and ways that lead to the optimal usage of workforce and potential of workers which in turn leads to improved status of the business subject within the competitive environment. A still unappreciated element in business management is the level of relationship between the managers and employees and among the employees themselves. Good social relationships, open in-house climate and quality communication significantly influence the behaviour of employees and their performance, contribute to participation of employees in fulfilling the organisation’s goals and by that increasing the performance of the workers and the organisation as a whole. This sphere of social relationships, in-house climate and quality of communication is a stabilizing or unstabilizing element in businesses. In and unsatisfactory and stressful environment, undesirable fluctuations in the employees’ performance occur. Harmful practices (bullying), which prevent the optimal usage of the workforce, lead to the creation of an unfriendly and disfunctional Environment, breakup of teams, they lower the creativity of the employees and encourage bad attendance and fluctuations. A decline in morale of the whole company occurs and the performance, quality of work and productivity of workers also decreases. In spite of the aforementioned reasons why we should fight against these harmful practices which show signs of bullying, more than 40% of Czech employees between 2007 and 2011 have experienced some form of bullying.
{"title":"Impacts of Mobbing and Bossing in Human Resource Management","authors":"D. Holátová, M. Březinová","doi":"10.5772/INTECHOPEN.97539","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.97539","url":null,"abstract":"Nowadays, every organisation is looking for new approaches and ways that lead to the optimal usage of workforce and potential of workers which in turn leads to improved status of the business subject within the competitive environment. A still unappreciated element in business management is the level of relationship between the managers and employees and among the employees themselves. Good social relationships, open in-house climate and quality communication significantly influence the behaviour of employees and their performance, contribute to participation of employees in fulfilling the organisation’s goals and by that increasing the performance of the workers and the organisation as a whole. This sphere of social relationships, in-house climate and quality of communication is a stabilizing or unstabilizing element in businesses. In and unsatisfactory and stressful environment, undesirable fluctuations in the employees’ performance occur. Harmful practices (bullying), which prevent the optimal usage of the workforce, lead to the creation of an unfriendly and disfunctional Environment, breakup of teams, they lower the creativity of the employees and encourage bad attendance and fluctuations. A decline in morale of the whole company occurs and the performance, quality of work and productivity of workers also decreases. In spite of the aforementioned reasons why we should fight against these harmful practices which show signs of bullying, more than 40% of Czech employees between 2007 and 2011 have experienced some form of bullying.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132528554","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-07DOI: 10.5772/INTECHOPEN.96981
C. Govender
Traditional HRM consists of people and profit management. In the recent decades, HRM has transitioned into human capital management (HCM), focusing on people, planet and profit management. HCM views employees as assets who should be talent managed and supported to innovatively produce and perform through talent opportunities. HCM and talent management strategies promote multiple intelligences and enable multitalented potential to meet individual, organisational, economic and societal needs. Since 21st century humans seek meaningful employment that purposefully contribute to all sectors of society, businesses need to go beyond HR, innovatively exploring how all employees can be developed, thus transforming their high potential into entrepreneurship ventures. Can organisations transition HRM to HCM providing talent creation opportunities, while strategically aiming towards transforming employees into self-managing talent entrepreneurs? The proposed HRM-HSM Transitioning Model with five key steps and roles for HR, line managers and employees may hold the answer to this question, as explored in this conceptual chapter.
{"title":"Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR","authors":"C. Govender","doi":"10.5772/INTECHOPEN.96981","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96981","url":null,"abstract":"Traditional HRM consists of people and profit management. In the recent decades, HRM has transitioned into human capital management (HCM), focusing on people, planet and profit management. HCM views employees as assets who should be talent managed and supported to innovatively produce and perform through talent opportunities. HCM and talent management strategies promote multiple intelligences and enable multitalented potential to meet individual, organisational, economic and societal needs. Since 21st century humans seek meaningful employment that purposefully contribute to all sectors of society, businesses need to go beyond HR, innovatively exploring how all employees can be developed, thus transforming their high potential into entrepreneurship ventures. Can organisations transition HRM to HCM providing talent creation opportunities, while strategically aiming towards transforming employees into self-managing talent entrepreneurs? The proposed HRM-HSM Transitioning Model with five key steps and roles for HR, line managers and employees may hold the answer to this question, as explored in this conceptual chapter.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121022296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-25DOI: 10.5772/INTECHOPEN.96731
D. Dutta, P. Mirchandani, Anasha Kannan Poyil
The IT/ITeS industry has had an impressive growth trajectory over the past two decades. However, it continues to be plagued with talent shortages, managing employee satisfaction, and growth aspirations while trying to reduce employee attrition. COVID-19 has presented an unprecedented opportunity for IT Service organizations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand–supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. Based on the self-determination theory and the dynamic capabilities framework, we propose a model of “Internal Gig” worker (I-GIG) for the IT Services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the work-anywhere, anytime, and leverage talent availability on a global scale. We adopt a qualitative research approach to understand the mechanisms to institutionalize internal gig working, the potential issues such a system may face, and then suggest an internal and external enabling framework that organizations need to adapt to support internal gig work.
{"title":"The Emerging New Order: Exploring New Ways to Build an Internal Gig Employment System for IT/ITES Organizations","authors":"D. Dutta, P. Mirchandani, Anasha Kannan Poyil","doi":"10.5772/INTECHOPEN.96731","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96731","url":null,"abstract":"The IT/ITeS industry has had an impressive growth trajectory over the past two decades. However, it continues to be plagued with talent shortages, managing employee satisfaction, and growth aspirations while trying to reduce employee attrition. COVID-19 has presented an unprecedented opportunity for IT Service organizations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand–supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. Based on the self-determination theory and the dynamic capabilities framework, we propose a model of “Internal Gig” worker (I-GIG) for the IT Services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the work-anywhere, anytime, and leverage talent availability on a global scale. We adopt a qualitative research approach to understand the mechanisms to institutionalize internal gig working, the potential issues such a system may face, and then suggest an internal and external enabling framework that organizations need to adapt to support internal gig work.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130333126","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-19DOI: 10.5772/INTECHOPEN.96980
Christine Benna Skytt-Larsen, H. K. Hansen
A large volume of literature within human resource management studies and related disciplines suggests that innovation and learning are key factors for economic growth in the knowledge economy. Yet, surprisingly little is known about the key actors in this process – the inventive actors – and the factors that influence their innovative capacities. Information about individual inventors is difficult to obtain and therefore previous research has refrained from performing systematic empirical studies on this topic. Existing studies are often based on quantitative analyses of patent data, and empirics often focus on specific industries or technologies. Such studies provide great knowledge of the importance of specific patent takers for innovation and the knowledge economy; however, patent data do not provide information on influential factors on the innovative capacity of inventors and therefore do not provide any explanation concerning what it is that creates successful inventors. In other words, what we have is knowledge of patent takers in specific industries or technologies, but we lack an understanding of the socio-cultural factors and environments that shape individuals’ innovative capacities. Analysing the life-histories of three inventors allocated into three distinct ideal types, this chapter aims at understanding the links between socio-cultural factors and innovation. Life-history research through in-depth interviews provides a rich quantity of narratives and recorded experiences serving as a springboard for more comprehensive understandings of the actors, networks and events that influence innovative capacities.
{"title":"Exploring Critical Factors for Innovative Capacities: A Life-History Research","authors":"Christine Benna Skytt-Larsen, H. K. Hansen","doi":"10.5772/INTECHOPEN.96980","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96980","url":null,"abstract":"A large volume of literature within human resource management studies and related disciplines suggests that innovation and learning are key factors for economic growth in the knowledge economy. Yet, surprisingly little is known about the key actors in this process – the inventive actors – and the factors that influence their innovative capacities. Information about individual inventors is difficult to obtain and therefore previous research has refrained from performing systematic empirical studies on this topic. Existing studies are often based on quantitative analyses of patent data, and empirics often focus on specific industries or technologies. Such studies provide great knowledge of the importance of specific patent takers for innovation and the knowledge economy; however, patent data do not provide information on influential factors on the innovative capacity of inventors and therefore do not provide any explanation concerning what it is that creates successful inventors. In other words, what we have is knowledge of patent takers in specific industries or technologies, but we lack an understanding of the socio-cultural factors and environments that shape individuals’ innovative capacities. Analysing the life-histories of three inventors allocated into three distinct ideal types, this chapter aims at understanding the links between socio-cultural factors and innovation. Life-history research through in-depth interviews provides a rich quantity of narratives and recorded experiences serving as a springboard for more comprehensive understandings of the actors, networks and events that influence innovative capacities.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121864157","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-16DOI: 10.5772/INTECHOPEN.96672
C. Schultz
The HR function is currently dealing with a range of questions: How can HR prepare for the future? Which HR competencies will be needed? Which aspects should be focused upon? The way forward may start with capacitating HR managers to obtain the necessary competencies and be enlightened about which aspects should get specific attention in order to prepare for the future world of work. In order to progress towards a new understanding of workforce management within organisations, it is essential to shed light on HR competencies, future workspace, engagement, employment relations and resilience. Although engagement and employment relations are dated, it will still be relevant in the future, especially due to the man–machine connection, remote working and other future world of work challenges. The rebalancing of priorities and rethinking HR, so that resilience become just as important to strategic thinking as cost and efficiency, are important. It is essential that HR must go beyond the here and now in order to properly prepare for the future world of work.
{"title":"The Future of HR","authors":"C. Schultz","doi":"10.5772/INTECHOPEN.96672","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96672","url":null,"abstract":"The HR function is currently dealing with a range of questions: How can HR prepare for the future? Which HR competencies will be needed? Which aspects should be focused upon? The way forward may start with capacitating HR managers to obtain the necessary competencies and be enlightened about which aspects should get specific attention in order to prepare for the future world of work. In order to progress towards a new understanding of workforce management within organisations, it is essential to shed light on HR competencies, future workspace, engagement, employment relations and resilience. Although engagement and employment relations are dated, it will still be relevant in the future, especially due to the man–machine connection, remote working and other future world of work challenges. The rebalancing of priorities and rethinking HR, so that resilience become just as important to strategic thinking as cost and efficiency, are important. It is essential that HR must go beyond the here and now in order to properly prepare for the future world of work.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114301355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-08DOI: 10.5772/INTECHOPEN.96741
N. Black, P. Stokes
This chapter examines the link between corporate governance ideology and HR (human resource) practices involved in the important and ongoing issue of senior staff salaries. In the spirit of financialization and hyper-individuals, the mainstream corporate governance ideology promotes beliefs about competitive pay and managerial power. These beliefs shape the design and implementation of HR practices by legitimizing the ‘common-sense’ assumption that senior staff members should, primarily, be rewarded for meeting corporate goals. However, our discussion critiques the use of this corporate governance ideology for encouraging myopia and silence amongst remuneration committee members in response to growing inequality. This is exemplified by an inductive analysis of remuneration committee minutes taken from British universities (n = 67). Interestingly, this example also highlighted a marginalized belief about sacrificial leadership that countered this growth under alternative ideology in the spirit of altruism. The chapter recommends the radical proposal that remuneration committees should expand their remit beyond only considering senior staff salaries and promote HR practices that will embed altruism and equality.
{"title":"Corporate Governance Ideology, Human Resource Practices and Senior Staff Salaries","authors":"N. Black, P. Stokes","doi":"10.5772/INTECHOPEN.96741","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96741","url":null,"abstract":"This chapter examines the link between corporate governance ideology and HR (human resource) practices involved in the important and ongoing issue of senior staff salaries. In the spirit of financialization and hyper-individuals, the mainstream corporate governance ideology promotes beliefs about competitive pay and managerial power. These beliefs shape the design and implementation of HR practices by legitimizing the ‘common-sense’ assumption that senior staff members should, primarily, be rewarded for meeting corporate goals. However, our discussion critiques the use of this corporate governance ideology for encouraging myopia and silence amongst remuneration committee members in response to growing inequality. This is exemplified by an inductive analysis of remuneration committee minutes taken from British universities (n = 67). Interestingly, this example also highlighted a marginalized belief about sacrificial leadership that countered this growth under alternative ideology in the spirit of altruism. The chapter recommends the radical proposal that remuneration committees should expand their remit beyond only considering senior staff salaries and promote HR practices that will embed altruism and equality.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127948707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-11DOI: 10.5772/INTECHOPEN.96178
Holm-Detlev Köhler
The aim of this chapter is to develop a conceptual framework for analysing the collective actions and organisational practices of delivery and transportation gig-workers, building on Rosa Luxemburg’s colonisation concept and on the power resources theory employed in current trade union analysis. The empirical bases are recent surveys and studies on platform work, the analysis of websites and social media communities for the collective action of platform workers and conversations with platform activists in several European countries. The specific characteristics of platform workers’ collective actions and organisational practices are examined with a view to identifying their potential and the opportunities they afford in the light of different trade union power resources.
{"title":"Riders, Rights and Collective Action","authors":"Holm-Detlev Köhler","doi":"10.5772/INTECHOPEN.96178","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.96178","url":null,"abstract":"The aim of this chapter is to develop a conceptual framework for analysing the collective actions and organisational practices of delivery and transportation gig-workers, building on Rosa Luxemburg’s colonisation concept and on the power resources theory employed in current trade union analysis. The empirical bases are recent surveys and studies on platform work, the analysis of websites and social media communities for the collective action of platform workers and conversations with platform activists in several European countries. The specific characteristics of platform workers’ collective actions and organisational practices are examined with a view to identifying their potential and the opportunities they afford in the light of different trade union power resources.","PeriodicalId":181420,"journal":{"name":"Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115079442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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