Published Paper Details:

This paper explores the theoretical challenges and opportunities presented to Human Resource Management (HRM) by the rapid advancement of digital technologies. The digital age has fundamentally reshaped work, the workforce, and expectations for both employees and organizations. This necessitates a re-evaluation of traditional HRM theories and practices. This paper argues that while digitalization presents significant challenges, it also offers unprecedented opportunities for HRM to become more strategic, efficient, and impactful. Theoretically, the digital age challenges established HRM frameworks in several ways. Firstly, the increased use of artificial intelligence (AI) and automation raises questions about the future role of human labor and the need for new skill sets. This necessitates revisiting theories of job design, training and development, and talent management. Secondly, the rise of remote work and the gig economy challenges conventional notions of the employment relationship and requires new theoretical approaches to managing dispersed and contingent workforces. Thirdly, for HRM, the enormous volume of data produced by digital technologies offers both possibilities and difficulties. Data analytics raises ethical questions about privacy, bias, and algorithmic management even though it can offer insightful information for decision-making. However, digitalization also presents significant opportunities for HRM. Data analytics can be leveraged to better understand workforce trends, predict future talent needs, and personalize HR interventions. Furthermore, digital technologies can facilitate more effective communication, collaboration, and knowledge sharing within organizations. This paper proposes a theoretical framework for understanding HRM in the digital age, highlighting the need for HRM to embrace digital technologies, adapt to changing workforce dynamics, and prioritize ethical considerations. This framework emphasizes the importance of integrating digital tools with human-centric HRM approaches to maximum organizational performance and employee well-being.