Abstract
Using an in-depth qualitative case study design, focusing on a significant global technology consulting multinational enterprise’s (MNEs) subsidiary in India, this research analyses interview, documentary and observational data for insights on the proliferation of artificial intelligence (AI) in human resource management (HRM). By developing HRM-focused, AI-enabled applications, the MNE improved HR cost-effectiveness and offered a hyper-personalised and individualised employee experiences. Employing the theoretical lenses of individualisation of HRM practices, AI-mediated social exchange, job signalling and person-organisation fit theories, this research explains employees’ experience of HRM practices and its impact on their attitudes and behaviours. Ten interviews were conducted with global technology leaders, champions of innovation, senior HR leaders and employees, including those engaged in the design and implementation of HR-focused AI applications. Findings suggest the use of AI-enabled bots, virtual, digital and personal assistants for carrying out a range of HRM tasks, such as routine, analytical, interactional and communicative tasks involving employees. A diverse set of HRM-focussed AI applications operant at this MNE contributed to its HR cost-effectiveness and enhanced the overall employee experience, thereby resulting in improved levels of employee commitment, satisfaction and reduced employee turnover behaviour. Implications for research and practice are also discussed.
Original language | English |
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Pages (from-to) | 1148-1178 |
Number of pages | 31 |
Journal | International Journal of Human Resource Management |
Volume | 33 |
Issue number | 6 |
Early online date | 17 Dec 2020 |
DOIs | |
Publication status | Published - 2022 |
Externally published | Yes |
Bibliographical note
Funding Information:Sufficient evidence exists for a culture of innovation at this large MNE. As part of employees’ work targets and activities, there was an explicit requirement for most roles to deliver technological innovations using a range of disruptive technologies, while others aspired to achieve innovations or claim patents against their names. This culture of innovation was supported by a robust set of intrinsic and extrinsic rewards. Given the organisation’s size, gaining visibility by individuals to meet their inherent needs to stand out in this MNE becomes a significant driver for undertaking innovative projects, delivering proofs of concepts and seeking sponsors and resources to carry out these projects. The innovation ecosystem supports multiple forms of activities, such as ranging from individual AI technology teams to co-development and co-creation with the clients.
Publisher Copyright:
© 2020 Informa UK Limited, trading as Taylor & Francis Group.
Keywords
- artificial intelligence
- employee experience
- HRM practices
- hyper-personalisation
- India
- individualisation
- MNEs
ASJC Scopus subject areas
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation