Emerging Technologies Transforming the HR Landscape | Chapter 28 | Leading the Charge: A Guide to Management, Entrepreneurship and Technology in the Dynamic Business Landscape Edition 1

The field of Human Resources has seen considerable changes due to the rapid growth of technology, which has transformed traditional HR methods and processes. In the framework of developing technologies like as chatbots, blockchain, augmented reality, virtual reality, robotic process automation, natural language processing, and artificial intelligence, this study examines the changing landscape of HR management. The first section of the article traces the development of HR technology. After that, it looks at how HR technology is now being adopted and highlights how upcoming technologies have the ability to completely change a range of HR operations. The article investigates the effects of emerging technologies on important HR tasks like hiring and talent acquisition, employee training and development, performance management and feedback, and employee engagement and experience through detailed scrutiny. While recognizing the potential that emerging technologies offer, the study also addresses the difficulties in implementing them. There is a need for more studies on the ethical implications of AI and the impact of various AI technologies for long-term sustainability could be the area of focus. Future directions for HR technology are covered in this study, along with its effects on the workplace. The significance of ongoing learning and adaptability for HR professionals is emphasized. It ends by highlighting how new technologies have the ability to completely change the HR environment and how businesses must embrace innovation in order to be competitive in the rapidly changing digital economy.

 

Author (s) Details

 

Immaculate Joseph Kirthika
Visvesvaraya Technological University, Belagavi, India.

 

Harshini S
Visvesvaraya Technological University, Belagavi, India.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-48859-98-3/CH28

Performance Management Perceptions in South African Higher Education: Exploring Organisational and Socio-economic Influences | Chapter 1 | Contemporary Issues of Business and Management: The Proceedings of the 10 th International Conference on Business and Management Dynamics (ICBMD), Edition 1

Economic inequality remains a concern for management practice in developing countries despite technological and industrial advancements as these inequalities impede both organisational and overall economic growth of a country. This study aimed at qualitatively assessing the intricacies of identifying the various internal, external and contextual factors that affect managers’ perceptions of performance management within the security sector of a South African tertiary institution. The study used a purposive sampling technique, which selected twelve security managers out of a total of twenty-four, based on specific inclusion and exclusion criteria. A constructivist phenomenological case study employed semi-structured in-depth interviews with twelve security managers. Thematic analysis revealed challenges that interactively span organisational and contextual dimensions. Research findings revealed that organisational factors such as inadequate technological competencies and training and development are critical determinants of successful performance management, highlighting the need for supportive management and leadership commitment. Contextual influences stemming from apartheid's legacy and current socio-economic disparities highlighted the importance of addressing historical, cultural, and socio-economic factors in performance management strategies. In alignment with social constructivism, the study underscores the dynamic interplay between cultural, contextual and individual perceptions urging a shift from traditional Eurocentric performance management approaches. Practical implications require holistic strategies that bridge internal organisational gaps while sensitively navigating external contextual complexities. To address these challenges the study proposes a contextualised performance management model for the tertiary institution fraternity, suggesting the need for Adult Basic Education and Training (ABET), performance needs assessments and cultural sensitivity. Further recommendations propose a focus on internal rewards and promotions, enhanced communication and feedback and transitioning to a service delivery-oriented performance management approach. By addressing these factors, organisations can cultivate equitable and effective performance management systems, thus contributing to broader socio-economic development goals in South Africa.

 

Author (s) Details

Ms. Nikkita Gouri Shankar
School of Management, Information Technology and Governance, University of KwaZulu-Natal, South Africa.

 

Dr. Anisha Ramsaroop
School of Management, Information Technology and Governance, University of KwaZulu-Natal, South Africa.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49238-29-9/CH1

Performance Management for Effective Virtual Work Performance in the Higher Education Sector in the Eastern Cape Province | Chapter 1 | Contemporary Research in Business, Management and Economics Vol. 8

 

Theoretical and empirical work on performance management has, over the years guided human capital management practices. In recent years, known practices for effective human capital management have been challenged and thrown into disarray owing to modification of the concept of ‘workplace’ which has been virtualized in many sectors such as the higher education sector. The purpose of the study was to investigate the question: How can performance management be implemented for better performance of academics at a university selected from the Eastern Cape Province? The study was inspired by the Resource-based Theory based on the need to create unique internal capabilities among human capital for unique performance. A typical university in the Eastern Cape that has significantly virtualized was considered and data was collected through document analysis related to the study of the performance management policy of the university and interviews with five Heads of Departments (HOD) at the University were conducted. The results showed that performance management in virtual work arrangements should arise from inspired psychological states in academics to meet certain societal needs through effective higher education. Specifically, it was found that in virtual higher education arrangements, academics and non-academics in the sector should be psychologically empowered to see the value of their independent contributions so that they become self-driven for better performance. It was also found in the study that performance rewards and personalized job satisfaction and self-motivation were important concepts for better performance. It is recommended that, as they virtualise, higher education institutions should promote empowerment and self-driven desires to perform through effective reward structures, individual motivation systems and employee recognition systems. There was evidence that these practices have become more important in the virtual context than ever.

 

Author(s)details:-

 

Samson Nambei Asoba (Professor)
Department of Administration and Information Management, Walter Sisulu University, South Africa.

 

Dr. Nteboheng Patricia Mefi
Department of Administration and Information Management, Walter Sisulu University, South Africa.

 

Please See the book here :-  https://doi.org/10.9734/bpi/crbme/v8/8108E