HRM 4.0 and New Managerial Competences Profile: The COMAU Case

Area of Science:

• Management Science
• Organizational Behavior
• Digital Transformation

Background:

• The digital revolution significantly impacts the modern workplace and Human Resources Management (HRM).
• Emerging challenges include managing digital work, digital employees, and digital management, leading to the concept of electronic HRM (e-HRM).
• Existing HRM paradigms require re-evaluation in light of technological advancements.

Purpose of the Study:

• To critically examine the evolving role of HRM in the digital age.
• To explore new research perspectives and interpretations of HRM through a Critical Management Studies approach.
• To develop a more contextualized and stakeholder-inclusive view of HRM outcomes in digital transformation.

Main Methods:

• Analysis of a specific organizational case study within a multinational enterprise.
• Application of a Critical Management Studies framework.
• Exploration of HRM as a social practice embedded in situated contexts.

Main Results:

• The case study illustrates how HRM functions as a social practice, influenced by specific organizational contexts.
• A broader conception of HRM enables engagement with multiple internal and external stakeholder rationalities.
• Reconstructive reflexivity is achieved concerning the digital age, HRM, and social value generation.

Conclusions:

• Digital transformation necessitates a revised understanding of HRM, moving beyond performance metrics.
• Integrating HRM with digital advancements can foster authentic corporate responsibility and generate social value.
• A contextualized, stakeholder-focused, and long-term perspective is crucial for navigating digital transformation in HRM.