Industrial Revolution 4.0 is upon us, with disruptive technology rapidly changing our personal and professional lives. In this climate it is not clear how organization reorganization will take place and there is haziness over the strategic HRM required to attract, develop, and retain talent.

This book focuses on the challenges and changes that new technologies bring to human resources (HR) of modern organizations. It examines the technological implications of the last changes taking place and how they affect the management and motivation of human resources belonging to these organizations. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use organizational technology, as well as how they are constrained by features of it. The book provides discussion and the exchange of information on principles, strategies, models, techniques, methodologies and applications of human resources management and technological challenges and changes in the field of industry, commerce and services.

This volume views innovation of HRM in two ways: At one end, HR practices and policies should be designed to support innovative organizational members and climates, new ideas, and larger capacities. At the other end, the HRM function evolves by applying new structures to the practices, and by involving new agents in the management process.

Technology is used in various forms within today’s modern market. Businesses and companies, specifically, are beginning to manage their effectiveness and performance using intelligent systems and other modes of digitization. The rise of artificial intelligence and automation has caused organizations to re-examine how they utilize their personnel and how to train employees for new skillsets using these technologies. These responsibilities fall on the shoulders of human resources, creating a need for further understanding of autonomous systems and their capabilities within organizational progression. Transforming Human Resource Functions With Automation is a collection of innovative research on the methods and applications of artificial intelligence and autonomous systems within human resource management and modern alterations that are occurring. While highlighting topics including cloud-based systems, robotics, and social media, this book is ideally designed for managers, practitioners, researchers, executives, policymakers, strategists, academicians, and students seeking current research on advancements within human resource strategies through the implementation of information technology and automation.

Digitalization is changing the world of work. Technology is shifting the relationship between workers and machines and how work is organized; new skills are becoming increasingly relevant in the workplace where workers no longer work for a single company, in 9-to-5 jobs, five days a week. Industry 4.0, also known as the Fourth Industrial Revolution, is revolutionizing the way managers can design, control and improve their activities. While the nature of the tasks and the interdependences between individuals are changing, the impact of intelligent technologies is severely questioning the span of control of leaders and the effectiveness of their leadership styles. The authors sketch out the main changes occurring in the business landscape and identify the new expectations that organizations are formulating for leaders across several industries. In an age in which new leadership models are about to emerge, they describe how the relevant changes impact and shape the managerial arena. This book sets the stage for a new way of thinking on the nature of the relationship between HR and technology. It examines the influence of Industry 4.0 and Innovation 4.0, (i.e. the connection between physical and digital processes in industrial production, where human competencies and machine potential are strictly interconnected throughout the entire value chain), from a myriad of viewpoints: namely in terms of structures, practices, influences (learning, training and communication), competencies and roles. A chapter is also dedicated to the understanding of the impact of Innovation 4.0, in the context of European Universities through E-learning Experiences where a multiple-case study analysis is provided.

What role do human resource managers play in the processes of technical change in organizations? What opportunities or constraints are presented by different dimensions of technical change? How does technical change affect such issues as job design, supervision, total quality management, team-working, increased flexibility, skills training and employee involvement? In addressing these central themes and debates, this book provides a systematic analysis of the relations between technical change and human resource management (HRM). The contributors draw on research and case studies to clearly demonstrate that effective technical change in organizations is integrally related to effective HRM - as much by general and line managers as by specialist personnel managers.

Owing to the revolution in information technology, the face of the contemporary workplace has changed and systems have been made more effective by introducing new techniques of Informa­ tion Technology. In this book, we focus on HRM and how modern technology is helping in ensuring the effectiveness of HR func­ tions. This would indicate that HRIS was viewed rather favorably as an administrative tool, but not a strategic one. This volume covers all these aspects. Topics discussed in the book include: E­learning tools in Higher education (Mudri system) Human Resource Information systems (HRIS) HRM Trends Organizational strategy using IT tools HRM Research/Innovation Talents and Skills Development management

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

As with other parts of business, technology is having a profound effect on the world of work and management of human resources. Technology is a key enabler for faster, cheaper and better delivery of HR services and in some cases can have a transformational as well as unintended negative effect. Designed for the digital era, e-HRM is one of the first textbooks on these developments. It incorporates the most current and important HR technology related topics in four distinct parts under one umbrella, written by leading scholars and practitioners drawn from across the world. All the chapters have a uniform structure and pay equal attention to theory and practice with an applied focus. Learning resources of the book include chapter-wide learning objectives, case studies, debates on related burning issues, and the companion website includes lecture slides and a question bank.

This book draws on recent debate surrounding the emergence of cognitive intelligence in organizations, exploring the redefinition of the labor market and consequently, employment. With a particular focus on Human Resource Management (HRM), the authors analyse the socio-cultural transformation of traditional practices and methodologies that are ocurring in the workforce. Digital HR presents detailed case studies and interviews with HR managers of large multinational companies, providing comprehensive empirical evidence for academics and students interested in the development of HRM in today’s digital landscape. The book will also be valuable to practitioners and managers looking to adapt the role of HR in their own companies or organizations.