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Alam, Shafiqul; Dhamija, Pavitra
2022 International Journal of Manpower
The transition from Industry 3.0 to the fourth industrial revolution was a big jump that created a vacuum in many developing countries. Drawing upon institutional theory and resource-based view theory, the current study proposes a theoretical model linking the institutional pressures and resources (workforce skills) in context to the apparel industry of Bangladesh.Design/methodology/approachThis study adopts a qualitative approach involving 20 semi-structured interviews, followed by thematic analysis using NVivo 12 software. The researchers impose both deductive and inductive thematic analysis to generate themes. The data analysis involves various stages applying the phenomenological approaches.FindingsInstitutional pressures (coercive) positively influences the workforce skills (technical and managerial) in the fourth industrial revolution in Bangladesh apparel manufacturing industry; institutional pressures (normative) is positively related to the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; institutional pressures (mimetic) has shown a positive association with the workforce skills (technical and managerial) in 4IR in Bangladesh apparel manufacturing industry; workforce skills (technical and managerial) are positively influencing the development of human resource capabilities in fourth industrial revolution in Bangladesh apparel manufacturing industry.Originality/valueThis paper is the first of its kind to offer a thematic analysis on human resource development 4.0 in the apparel industry of Bangladesh. The study provides an understanding of the role of institutional pressure on workforce skill development and the adoption of 4IR technology.
Singh, Rohit Kumar; Agrawal, Soni; Modgil, Sachin
2022 International Journal of Manpower
The present study is an attempt of identifying the human capital skills and HR-related challenges faced by top management in the perspective of industry 4.0 in emerging economies. In addition, the importance or key resources related to human assets that help in attaining competitive advantages while adopting newer digital technologies are also identified.Design/methodology/approachFor identifying the dimensions of human capital skills in the perspective of industry 4.0, an extensive review of literature was performed. Along with that, feedback from the expert was used to conceptualize the importance and relationship of the skills in the context of industry 4.0. After that, a qualitative survey was launched and triangulate method was applied for identifying the skills. AHP and DEMATEL was used to analyze the relationship among the skills and subskills and to rank them based on their importance.FindingsThe qualitative survey resulted in skills such as “Cognitive, Emotional and Behavioural skills” and subskills of them. AHP results indicated that “Cognitive skills” was found as the most important skill followed by “Emotional skills” and “Behavioural skills”. In addition to this, DEMATEL was applied for seeking the inter-relationship and identifying the “Cause” and “Effect” relationship of skills and sub-skills.Originality/valueThis study prioritizes factors in a coordinated manner and also finds the relative importance in the context of industry 4.0. It will help further in identifying and deploying human capital with the right skills and will play a significant role at the time of formulating organizational and HR level strategies.
Ozkan-Ozen, Yesim Deniz; Kazancoglu, Yigit
2022 International Journal of Manpower
The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them, and then proposing a structural model that categorizes these challenges and proposes suggestions for managers to improve human resources practices and firm performance.Design/methodology/approachFuzzy total interpretive structural modelling (TISM) is used as the methodology, which gives an interpretive structural model by presenting direct and transitive relationship between workforce development challenges and categorizes them under autonomous, dependent, independent and linkage groups.FindingsIn total, 13 different workforce development challenges are presented in this study. Results showed that lack of IT/digital skills has a critical role in workforce development in terms of affecting other challenges. Dependent group includes requirements for longer learning time and specialized training, lack of analytical thinking and dealing with complexity, and lack of interdisciplinary thinking and acting. On the other hand, lack of ability in decentralized decision-making and shortage of workforce with adequate skillset within the labour market have more macro-impacts on others. Most of the challenges located in the linkage group, which means that most of the challenges are interrelated with each other.Originality/valueOriginality of this paper is presenting a systematic structure for workforce development in Industry 4.0 that considers challenges systematically.
Malik, Nishtha; Tripathi, Shalini Nath; Kar, Arpan Kumar; Gupta, Shivam
2022 International Journal of Manpower
This study attempts to develop a practical understanding of the positive and negative employee experiences due to artificial intelligence (AI) adoption and the creation of technostress. It unravels the human resource development-related challenges with the onset of Industry 4.0.Design/methodology/approachSemi-structured interviews were conducted with 32 professionals with average work experience of 7.6 years and working across nine industries, and the transcripts were analyzed using NVivo.FindingsThe findings establish prominent adverse impacts of the adoption of AI, namely, information security, data privacy, drastic changes resulting from digital transformations and job risk and insecurity brewing in the employee psyche. This is followed by a hierarchy of factors comprising the positive impacts, namely, work-related flexibility and autonomy, creativity and innovation and overall enhancement in job performance. Further factors contributing to technostress (among employees): work overload, job insecurity and complexity were identified.Practical implicationsThe emerging knowledge economy and technological interventions are changing the existing job profiles, hence the need for different skillsets and technological competencies. The organizations thus need to deploy strategic manpower development measures involving up-gradation of skills and knowledge management. Inculcating requisite skills requires well-designed training programs using specialized tools and virtual reality (VR). In addition, employees need to be supported in their evolving socio-technical relationships, for managing both positive and negative outcomes.Originality/valueThis research makes the unique contribution of establishing a qualitative hierarchy of prominent factors constituting unintended consequences, positive impacts and technostress creators (among employees) of AI deployment in organizational processes.
Gupta, Anchal; Singh, Rajesh Kr; Gupta, Shivam
2022 International Journal of Manpower
The purpose of this study is to identify factors that are important for logistics organizations from the perspective of manpower readiness for digitization of logistics operations. The study also prioritizes the identified factors and also evaluates the readiness index of manpower for the digitalization of logistics processes.Design/methodology/approachThe factors for manpower readiness are identified through literature review and analysis of a case study. Three major categories of factors are identified. These are organizational, behavioural and technological factors. Under these three major categories of factors, 18 sub-factors are identified. Thereafter, with experts' inputs, the factors are prioritized using Fuzzy analytic hierarchy process (AHP). Further, a case illustration of an Indian logistics company has been taken to understand the current processes, technical capabilities, manpower skills and organization culture. After the case analysis and expert inputs, the manpower readiness index has been evaluated by using graph theory matrix approach (GTMA).FindingsThe prioritization of manpower readiness factors has been done using Fuzzy AHP. Organizational factors are found to be the most important factors which require quick attention. Sub-factors that are most important for building competencies in the logistics sector are providing the right training on functional skill development (0.129), top management support and commitment for digitalization (0.117), and organizational culture for process digitalization (0.114), etc. Finally, framework for evaluation of manpower readiness index for logistics operations in the digital age has been illustrated for a case company.Practical implicationsIndian logistics companies can benchmark their readiness index with respect to the best in the industry. Based on the readiness index, logistics companies can analyse their position, gaps from best and worst and can also identify potential areas for improvement.Originality/valueThe novelty of the study lies in the development of a framework for manpower readiness for digitalization in the logistics sector. In literature, this field is very less researched and provides the scope for developing strategies for improving manpower competencies for Industry 4.0. Logistics companies can improve their performance by making their manpower ready based on results obtained for readiness index.
Gupta, Manish; Behl, Abhishek; Kumar, YLN
2022 International Journal of Manpower
Gamification, the use of game elements and techniques in the non-game contexts, is gaining popularity among human resources (HR) in an online mode. This paper intertwines the flow and engagement theories to know the challenges faced by companies in India in implementing gamification in their various HR practices to engage their employees.Design/methodology/approachSemi-structured interviews of only the information-rich cases including game designers and HR practitioners were conducted using snowball sampling technique. The interviews were transcribed and were analysed using thematic analysis.FindingsThree reviewed themes emerged from the data labelled as organization-, employee- and job-specific factors. Separate thematic maps drawn for each of the reviewed themes give particulars pertaining to the issues highlighted by the game designers and the HR practitioners in gamification.Practical implicationsThe results of the study are expected to help the organizations make an informed decision about whether they should go ahead with risking their resources as they expect improved engagement levels at work.Originality/valueThe findings contribute to the online engagement literature by exploring its antecedents in the context of gamification of HR practices for higher engagement at work.
Nicolás-Agustín, Álvaro; Jiménez-Jiménez, Daniel; Maeso-Fernandez, Francisco
2022 International Journal of Manpower
Professionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human resource practices in the digital age that favor the implementation of digital transformation. The authors’ arguments suggest that for personnel to be a key asset in digital transformation processes, a strategic alignment is necessary to drive the company toward these objectives.Design/methodology/approachThe hypotheses were tested in a representative sample of 184 manufacturing companies with ten or more employees located in the southeast of Spain, using partial least squares.FindingsThe authors’ findings show that human resource practices partially mediate the relationship between strategic alignment and digital transformation. Based on the contingent approach, the authors also maintain that the company must implement human resource practices that encourage employee behaviors that are consistent with the organization's strategy. This strategic alignment and these human resource practices enable companies to achieve digital transformation in search of superior performance.Research limitations/implicationsLongitudinal and multilevel studies could increase the strength of the research, which could also include companies from other sectors. Although the technology component is fundamental in digital transformation processes, human capital management is even more important. This research highlights the mediating role of human resource management, where practices such as teleworking, teamwork and employee engagement are essential to foster innovative behavior and implement the digital transformation process.Practical implicationsIn the new digital environment, companies must adopt a set of human resource practices that favor innovative employee behavior that helps digitally transform their businesses.Originality/valueTo the best of authors’ knowledge, this empirical study has not been previously carried out. The theoretical model and hypothesis testing provide strategic value for understanding some of the determinants of digital transformation in relation to human resource management.
Singh, Rupali; Sharma, Pooja; Foropon, Cyril; Belal, H.M.
2022 International Journal of Manpower
The authors have attempted to understand how big data and predictive analytics (BDPA) can help retain employees in the organization.Design/methodology/approachThis study is grounded in the positivism philosophy. The authors have used a resource-based view (RBV) to develop their research hypotheses. The authors tested their research hypotheses using primary data gathered using a single-informant questionnaire. The authors obtained 254 usable responses. The authors performed the assumptions test, performed confirmatory factor analysis (CFA) to test the validity of the proposed theoretical model, and further tested their research hypotheses using hierarchical regression analysis.FindingsThe statistical result suggests that the various human resource management strategies play a significant role in improving retention under the mediating effect of the BDPA.Research limitations/implicationsThe authors have grounded their study in the positivism philosophy. Moreover, the authors tested their hypotheses using single-informant cross-sectional data. Hence, the authors cannot ignore the effects of the common method bias on their research findings. Moreover, the research findings are based on a particular setting. Thus, the authors caution the readers that their findings must be examined in the light of their study limitations.Practical implicationsThe study provided empirical findings based on survey data. Hence, the authors provide numerous guidelines to the practitioners that how the organization can invest in creating BDPA that helps analyze complex data to extract meaningful and relevant information. This information related to employee turnaround may guide top management to reduce the dissatisfaction level among the employees working in high-stress environments resulting from a high degree of uncertainty.Social implicationsThe study helps understand the complex factors that affect the morale of the employee. In the high-paced environment, the employees are often exposed to various negative forces that affect their morale which further affect their productivity. Due to lack of awareness and adequate information, most of the employees and their issues are not dealt with effectively and efficiently by their line managers. Thus, the BDPA can help tackle the most complex problem of society in a significant way.Originality/valueThis study offers some useful contributions to the literature which attempts to unfold the complex nexus between human resource management, information management and strategy. The study contributes to the BDPA literature and how it helps in the retention of employees is one of the areas which still remains elusive to the academic community. Moreover, the managers are still skeptical about the application of BDPA in understanding human-related issues due to a lack of understanding of how and to what extent the employee-related information can be stored and processed. This study’s findings further open the new avenues of research that need to be tackled.
Warrier, Uma; Foropon, Cyril; Chehimi, Melinda
2022 International Journal of Manpower
The purpose of this paper is to examine the influence of mindfulness on organizational role stress (ORS) based on the Monitor Acceptance Theory (MAT) perspective.Design/methodology/approachThis study is based on a cross-sectional data analysis collected from 137 employees working at an Indian IT organization located in Bangalore (India). ORS and MAAS scales have been used for measuring ORS and mindfulness, respectively.FindingsOverall, the study findings have indicated a negative relationship (r = −0.588) between mindfulness (M) and ORS. First, both personal inadequacy (PI) and self-role distance (SRD) are found to be predominantly impacted by M, whereas both role erosion (RE) and role overload (RO) appear to be less affected by mindfulness. Second, SRD appears to be the highest ORS sub-dimension among IT employees. Third, building on the extant literature, it can be inferred that “no one size fits all”, ORS is both organization and context specific.Originality/valueThis study pioneers to establish empirical evidence between M and ORS. Training employees on M can help in effectively handling ORS.
Sharma, Manu; Luthra, Sunil; Joshi, Sudhanshu; Kumar, Anil
2022 International Journal of Manpower
The study aims to examine the influence of Sustainable Human Resource Management (SHRM) practices and Industry 4.0 Technologies (I4Te) adoption on the Employability Skills (ES) of the employees. The study has undertaken four major SHRM practices – Training (TR), Flexibility (FL), Employee Participation (EP) and Employee Empowerment (EE) to measure its impact on the ES along with I4Te.Design/methodology/approachA survey approach method was designed on the identified constructs from existing literature based on SHRM, I4Te and ES. The survey resulted into 198 valid responses. The study used confirmatory factor analysis (CFA) and structural equation modelling (SEM) using SPSS 25.0 and AMOS 25.0 for constructs validation and hypothesis testing.FindingsThe current study reveals that all the four SHRM practices (TR, FL, EP and EE) along with I4Te directly influence ES in the organisation. The I4Te along with the SHRM practices may bring enhancement in the skills and competencies of the employees that is the requirement of future organisations.Practical implicationsConsidering the results, the SHRM practices aligned with I4Te may directly influence the employee's ES including core skills, IT skills and personal attributes. The SHRM practices in the organisation will enhance the opportunities for the employees and bring long-term association with the employees.Social implicationsFor the development of the economy and the individual, the SHRM practices need to conduct themselves in more socially responsible ways along with the I4Te to enhance the ES of the employees. The individual development will bring sustainable behavioural changes in the employees.Originality/valueThere has been no research conducted on exploring SHRM, I4Te and ES together. This is the pioneer in the HRM fields that explores the interrelationships and influence amongst the five constructs undertaken in the study.
Wijayati, Dewie Tri; Rahman, Zainur; Fahrullah, A’rasy; Rahman, Muhammad Fajar Wahyudi; Arifah, Ika Diyah Candra; Kautsar, Achmad
2022 International Journal of Manpower
This paper aims to explore employee perceptions of companies engaged in services and banking of the role of change leadership on the application of artificial intelligence (AI) that will impact the performance and work engagement in conditions that are experiencing rapid changes.Design/methodology/approachThis study has used a quantitative research approach, and data analysis uses an approach structural equation modeling (SEM) supported by program computer software AMOS 22.0. A total of 357 respondents were involved in this study, but only 254 were qualified. In this study, the respondent is an employee of companies engaged in the services and banking sector in the East Java, Indonesia region.FindingsThe results reveal that AI has a significant positive effect on employee performance and work engagement. Change leadership positively moderates the influence of AI on employee performance and work engagement.Originality/valueThe development of this model has a novelty by including the moderating variable of the role of change leadership because, in conditions that are experiencing rapid changes, the role of leaders is essential. After all, leaders are decision-makers in the organization. The development of this concept focuses on studies of companies engaged in services and banking. Employee performance is an essential determinant in the organization because it will improve organizational performance. In addition, the application of AI in organizations will experience turmoil, so that the critical role of leaders is needed to achieve success with employee work engagement.
Agarwal, Vernika; Mathiyazhagan, Kaliyan; Malhotra, Snigdha; Saikouk, Tarik
2022 International Journal of Manpower
Sustainable 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.
Akther, Shahin; Rahman, Muhammad Sabbir
2022 International Journal of Manpower
The purpose of this study is to examine the pre-training and post-training variables influencing employee training effectiveness in the banking industry in this era of the digital age.Design/methodology/approachThis study adopted a cross-sectional research design and a structured questionnaire to survey the participants (i.e., bank employees) (n = 702) for data collection. The data gathered from the surveyed respondents were analyzed using the Partial Least Square to Structural Equation Modeling (PLS-SEM) approach to test the proposed hypotheses.FindingsThe research findings suggest a significant influence of pre-training (i.e., training environment, trainer quality) and post-training (i.e., trainee motivation, trainee self-efficacy, and authentic leadership practices) factors towards the bank's staff training effectiveness in this era of digital age.Originality/valueThe research is one of the pioneer attempts on training effectiveness that significantly open opportunity for financial institutions such as banks to meet the challenge of the fourth industrial revolution from a developing country perspective. The current study also contributes to the extension of the theoretical and managerial doctrine in terms of the relationship among the pre-and post-training factors to enhance training effectiveness under the scope of the financial sector's employees to manage human resources and their development in the digital age.
Behl, Abhishek; Chavan, Meena; Jain, Kokil; Sharma, Isha; Pereira, Vijay Edward; Zhang, Justin Zuopeng
2022 International Journal of Manpower
The study explores the readiness of government agencies to adopt artificial intelligence (AI) to improve the efficiency of disaster relief operations (DRO). For understanding the behavior of state-level and national-level government agencies involved in DRO, this study grounds its theoretical arguments on the civic voluntarism model (CVM) and the unified theory of acceptance and use of technology (UTAUT).Design/methodology/approachWe collected the primary data for this study from government agencies involved in DRO in India. To test the proposed theoretical model, we administered an online survey questionnaire to 184 government agency employees. To test the hypotheses, we employed partial least squares structural equation modeling (PLS-SEM).FindingsOur findings confirm that resources (time, money and skills) significantly influence the behavioral intentions related to the adoption of AI tools for DRO. Additionally, we identified that the behavioral intentions positively translate into the actual adoption of AI tools.Research limitations/implicationsOur study provides a unique viewpoint suited to understand the context of the adoption of AI in a governmental context. Companies often strive to invest in state-of-the-art technologies, but it is important to understand how government bodies involved in DRO strategize to adopt AI to improve efficiency.Originality/valueOur study offers a fresh perspective in understanding how the organizational culture and perspectives of government officials influence their inclinations to adopt AI for DRO. Additionally, it offers a multidimensional perspective by integrating the theoretical frameworks of CVM and UTAUT for a greater understanding of the adoption and deployment of AI tools with organizational culture and voluntariness as critical moderators.