Role of HRM in Designing a Digital Organization
Volume 1, Issue 1, Article Number: 251001 (2025)
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1Research Scholar, School of Commerce and Management, Nirwan University Jaipur, Rajasthan – 303305 (India)
*Corresponding Author: alp_alka@yahoo.co.in
Received: 13 December 2024 | Revised: 26 December 2024
Accepted: 27 December 2024 | Published Online: 06 January 2025
DOI: https://doi.org/10.5281/zenodo.15108385
© 2025 The Authors, under a Creative Commons license, Published by Scholarly Publication
Abstract
Human resource management (HRM) is a collection of procedures used in businesses in a variety of industries, including state, commercial, service, and industrial, with the goal of improving working conditions and employee well-being while also boosting organizational financial success. The speed, dependability, efficiency, cost-effectiveness, and adaptability of HR operations have all improved as a result of the widespread adoption of digital technologies. The objectives of this theoretical research are to highlight how HRM has changed in the digital age, investigate how technology has affected HR practices, and look at how HR managers’ roles have changed in modern businesses. A conceptual approach is used, together with a thorough literature review and secondary data from reliable internet sources. The websites of top digital businesses provide insights into HRM practices. The results highlight how technology is revolutionizing HRM, evaluate how it affects important HR functions, and provide new contemporary HRM frameworks, such as digital HRM (d-HRM). However, there is a significant knowledge vacuum about the long-term effects of digital HRM on ethical issues, employee engagement, and company culture. To give a comprehensive picture of the potential and difficulties brought about by the digital transition in HRM, future studies should fill in these gaps.
Keywords
HRM, Human Resource Management, digital, technology, e-HRM, d-HRM, green-HRM
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Cite This Article
A. Tiwari, “Role of HRM in Designing a Digital Organization,” Commercia 1(1) (2025) 251001. https://doi.org/10.5281/zenodo.15108385
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