Perception of implementing AI in HRM by organisational actors

Abstract

This chapter’s content is part of the discussion on the humanisation of management and building human-centric organisations. This chapter presents arguments proving that AI can contribute to humanising and dehumanising human resource management (HRM). The considerations prove that a critical look at implementing AI-driven solutions is needed to counteract dehumanisation, prevent the effect of secondary Taylorism, and shape symbiotic human-robot relationships. This chapter presents the results of a narrative literature review and an empirical study conducted using the writing expression technique according to the instructions of 115 master’s students with work experience. The respondents saw both the benefits and threats of using new technologies in HRM. Research shows that employee perception of new technologies varies. Understanding employees’ needs and concerns is the basis for making changes in HRM to ensure these changes are successful. Working with employees to build trust is important, ensuring the positive impact of AI-powered workforce management systems. It is necessary to identify psychosocial risks systematically. To facilitate the process of integrating employees with AI, it is worth involving them in the design, development, and decision-making about the use of technology. They confirm that perceptions of AI in HRM can influence the acceleration or deceleration of change associated with AI implementation. This chapter delivers a necessity to take a critical look at technology development, provide upskilling and reskilling opportunities to develop competencies that give humans an advantage over robots, and take care for employee participation in implementing new technologies. This chapter may benefit HRM researchers, particularly those interested in using AI in HRM, managers, consultants, and students.