Title: – HR Issues
Name: – Rachana Taralkar
1)The study aims to assess the level of interest in HR 4.0 within academic research and systematically analyse existing literature to build a knowledge base for future empirical research. A systematic literature review was conducted. Thestudy utilized VOS viewer software for bibliometric analysis. Keywords such as HR 4.0, HRM 4.0, Digital HR, and e-HRM were analysed using the Scopus database.HR 4.0 is intricately linked to Industry 4.0 but lacks in-depth conceptual development.HR 4.0 will involve cybernetic influences, digital HRM, remote HRM, human-machine interface skills, strategic HR links, and technology-based competencies. Asignificant research gap exists, as most studies focus on e-HRM rather than HR 4.0 as a holistic concept. The rise of HR 4.0 research accelerated post-2019, due to the COVID-19 pandemic and the need for digital HR solutions. Futureresearch should explore the transition from HR 4.0 to HR 5.0 in relation to evolving industrial trends. Organizations need to invest in human capital development alongside technological advancements. The study suggests a growing need for HR technology integration to improve. Magdalena, 2023
2)The study aims to identify the key HR issues faced by HR professionals and line managers in Czech businesses and to predict the challenges expected in the future. It is based on a reanalysis of data from a 2023 HR survey conducted by Grafton Recruitment, which collected responses from 478 businesses. Most Common HR Issues Employee resourcing (staffing the business with suitable employees) is the most frequent issue. Businesses face challenges in recruitment due to a shortage of qualified employees. There is increasing reliance on automation, outsourcing, and temporary staffing. Development of employer branding. Introduction of AI and automation in HR processes. Digital transformation of HR tools. Innovative organizational restructuring to address employee shortages. Practical Implications Businesses need to focus on employer branding and digital HR tools to attract talent AI and automation should be leveraged to address labour shortages. HR professionals play a crucial role in shaping workforce strategy and addressing recruitment challenges.(Renata Skýpalová1, et al 2024)
3)The study investigates how collaboration between organizations on human resources (HR) issues impacts HR innovation. It aims to fill a gap in research, as most inter-organizational collaboration studies focus on technical aspects rather than HRM.A quantitative survey conducted among 326 Dutch companies. Examined whether companies collaborate on HR issues, how they renew HRM, and the role of organizational learning practices. Used Hayes PROCESS macro for mediation analysis.HR Collaboration Drives HR Innovation: Organizations that collaborate on HR issues tend to be more innovative in HR. Organizational Learning as a Mediator: The impact of inter-organizational HR collaboration on innovation is explained by organizational learning practices (e.g., training programs, skill assessments).Prevalence of HR Collaboration: About 44% of surveyed organizations collaborate on HR topics such as recruitment, training, and career development. LargerOrganizations Are More Innovative: Organizational size has a positive correlation with HR innovation.HR Collaboration Differs from Outsourcing: Unlike outsourcing, HR collaboration focuses on mutual knowledge-sharing rather than transactional relationships.
(Ferry Koster, 2024)
4)The paper explores the significance of outsourcing in project management, particularly as an alternative to traditional HR management. Outsourcing is preferred in many cases due to cost efficiency and the ability to focus on core project objectives. The study aims to highlight the benefits and challenges of outsourcing in project execution. Modernproject management involves planning, organizing, monitoring, and controlling all aspects of a project while motivating stakeholders to achieve objectives within defined criteria (time, cost, and quality). Benefits of outsourcing include better control of resources, improved customer relations, and cost reduction. However, it may also introduce complexity, policy violations, and coordination challenges.(Leonard LEPADATU, 2009)
5)HR managers play a strategic role in knowledge management and intellectual capital development. EffectiveHR strategies must integrate recruitment, career development, training, performance management, and workforce planning. Sustainable development in HR ensures ethical hiring, non-discrimination, equity, and social responsibility. SHRM links HR practices with organizational success by focusing on human capital and workforce alignment with company goals. Knowledge management is a critical strategic resource that drives long-term sustainability. Talent acquisition and retention depend on effective recruitment, training, andmotivation practices. The study analysed five large companies and evaluated HR effectiveness using a diagnostic survey.HR managers’ strategic planning and evaluation skills directly impact organizational performance. Companies that invest in HR planning, employee training, and ethical management achieve better workforce productivity and retention. Performance-based compensation and structured career paths improve employee motivation.
(Nicoleta Valentina FLOREA, 2014)
6)The study examines how HR practices influence union-management relationships in India. While trade unions struggle with declining membership and weak leadership, management faces challenges like technological advancements and cost pressures. HR practices are often seen as a threat to trade unions, as they aim to individualize employment relationships, reducing union influence. The study, based on 640 structured interviews across seven manufacturing industries in India (public and private sectors), explores differences in perception between workers, union leaders, and managers regarding HR practices and their impact on union-management relationships. Union-Management Relations: Shift from Conflict to Cooperation Industrial relations have evolved from a conflict-based model to a more cooperative approach. Trade unions have lost their influence over workers due to downsizing, outsourcing, and subcontracting, weakening their bargaining power. Workersare increasingly engaging directly with management rather than relying on unions.(Manoranjan Dhal, 2014)
7)The pharmaceutical industry in India is rapidly growing and is expected to reach $74 billion in sales by 2020, making it one of the top five emerging markets. However, despite this growth, human resource management (HRM) issues remain a significant challenge. The sector faces a talent crunch, with outdated hiring models failing to meet modern talent expectations. Companies should adopt strategies like better retention policies, employee engagement, and career development programs. Talent management strategies include relationship management, attractive pay structures, career succession planning, and fostering creativity.
(Mishra SOVANJEET, 2014)
8)The paper discusses the critical importance of human resource (HR) management in modern organizations. It frames the current business environment as a “war for talent,” emphasizing that the true competitive advantage lies in recruiting, retaining, and effectively developing the best talent. Modern management is no longer just about planning and operations but increasingly about how organizations manage and leverage human capital. As originally noted by economists like Alfred Marshal, the most valuable asset of an organization is its people. The quality of the workforce, particularly at the top management level, fundamentally shapes an organization’s success. The paper outlines that the rapid pace of change in the global business environment has forced companies to re-examine their HR policies and practices. There is a growing need to adapt to a competitive landscape where innovation, flexibility, and continuous improvement in HR practices are essential.HR is portrayed as a strategic partner in driving organizational success. By aligning HR practices with overall business strategy, companies can create a sustainable competitive advantage that is difficult for competitors to replicate.
(Parikh Indira J,2004)
9)The research stresses that an enterprise’s most critical strategic resource is its people. Effective HR management is essential for sustaining competitive advantage in today’s dynamic business environment. The paper introduces a modified dynamic SPACE-analysis framework. It adapts the traditional SPACE tool by: Dividing criteria into internal factors—such as organization staffing (OS) and the competitive advantages of HR management (CAHRM)—and external factors like state personnel policy attractiveness (SPPA) and labour market stability (LMS). Decomposingthese generalized criteria into several measurable partial indicators. Employing the Analytic Hierarchy Process (AHP) to conduct pairwise comparisons and determine the weight of each indicator, thus quantifying their relative importance.
(Bilous Tetiana, 2018)
10)The article “A Study on the Digitalized Human Resources (HR) Practices in Digitalized Business Era in India” by G. Shivaraj examines how the rapid advancements in digital technology are transforming HR practices within Indian organizations. Below is an overview of the key points: Thestudy reviews existing literature on digital transformation in HR, emphasizing that technologies like HRIS, Artificial Intelligence (AI), and Machine Learning (ML) are not only streamlining processes but also creating new challenges. Ithighlights that while traditional HR was limited to administrative functions like recruitment, training, and payroll, digitalization now offers broader capabilities—including real-time feedback, strategic performance management, and enhanced employee self-service.(G Shivaraj, 2021)
Conclusion
In conclusion, these studies collectively highlight the dynamic transformation in HR practices driven by digitalization. While emerging models like HR 4.0—integrating cybernetic influences, remote management, and advanced digital tools—promise enhanced efficiency and strategic decision-making, organizations continue to face challenges such as talent shortages, shifting employee expectations, and the need for stronger collaboration. Ultimately, success in modern HR will depend on effectively balancing technological integration with proactive human capital development and innovative strategic planning.
Reference
Ferry Koster, 2024. “HR innovation through inter-organizational HR collaboration,” Innovation & Management Review, Emerald Group Publishing Limited, vol. 21(2), pages 123-136, May.
G Shivaraj, 2021. “A Study on the Digitalized Human Resources (HR) Practices in Digitalized Business Era in India,” Shanle, Shanle Journals, vol. 8(3), pages 83-89, January.
Leonard LEPADATU, 2009. “Project’S Outsourcing. An Alternative of Hr.,” Euro Economical, Danubio’s University of Galati, issue 1(22), pages 87-95, May.
Magdalena M. Stuss, 2023. “The concept of HR 4.0: A literature review,” International Entrepreneurship Review, Centre for Strategic and International Entrepreneurship at the Cracow University of Economics., vol. 9(3), pages 109-121.
Manoranjan Dhal, 2014. “Impact Of Hr. Practices On Union Management Relationship- Evidence From India,” Working papers 150, Indian Institute of Management Kozhikode.
Mishra SOVANJEET, 2014. “HR Issues and Challenges in Pharmaceuticals with special reference to India,” REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 15(4), pages 423-430, October.
Nicoleta Valentina FLOREA, 2014. “The Impact Of Hr. Managers’ Roles On Implementing Best Hr. Practices And Attracting And Retaining Best Employees,” Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(2), pages 190-204, November.
Parikh Indira J, 2004. “War for Talent HR Challenge of our Times,” IIMA Working Papers WP2004-05-09, Indian Institute of Management Ahmedabad, Research and Publication Department.
Scaevola Renata & Zikr Martin & Vávrová Jana, 2024. “What HR Issues and Challenges are Addressed by Contemporary HR Professionals and Line Managers? A Survey Evidence from the Czech Republic,” Economics and Culture, Scient, vol. 21(1), pages 114-131.