Ahmad Haikal bin Abdul Rahim 2102020090068

MATRIC
NAME
NO.

SUBJECT HUMAN CAPITAL ISSUES CODE BHR21204

BACHELOR’S IN HUMAN CAPITAL
PROGRAMME GROUP N/A
MANAGEMENT
LECTURER SITI ROSHAIDA ABD RAZAK DUE DATE 11 March 2024
th

ASSIGNMENT 1 IS TO ACHIEVE:

COURSE LEARNING OUTCOME 1:

Differentiate the concept of Human Capital Management in organization. (A3, PLO8)

PROGRAMME EDUCATIONAL OBJECTIVES (PEO)

PEO1: Knowledgeable and skillful individuals in the field of human capital management and have the ability
to face challenges in the business world in order to fulfil the needs of industry and nation either as
workers or entrepreneurs.
PEO2: Individuals who possess high awareness in social responsibility whilst maintaining the highest ethical
standards.
PEO3: Individuals who have the ability to communicate as a leader or as a team member as well the skills in
problem solving techniques.
PEO4: Individuals who are able to apply their knowledge and skills of entrepreneurship as well as aware of
the importance of the need for lifelong learning.

INSTRUCTION:
1. This Assignment 1 will cover 25% for the coursework.
2. This cover page must be printed on YELLOW paper.
3. If you have any difficulties in submitting the Assignment, please come and consult the
lecturer.

QUESTION:
Article Review: Exploring Current Human Resource Issues and Trends
FORMAT:
1. Arial with 11pt.,
2. Margin: use A4 – Normal
3. Spacing: 1.5
4. DO NOT BIND your Assignment. Just staple on the top left

(For lecturer
MARKS
only)
1. Introduction /5
2. Content /30
3. Discussion /35
4. Conclusion /10
5. References /5
6. Organisation /15
TOTAL MARKS /100
ARTICLE 1

Artificial intelligence and human workers interaction at team level: a conceptual assessment
of the challenges and potential HRM strategies By Ahmad Arslan (28 July 2021)

Article Summary

In an era marked by unprecedented technological advancements, the integration of Artificial

Intelligence (AI) into various facets of organizational processes has become an inexorable
force shaping the landscape of Human Resource Management (HRM). As organizations
strive to harness the transformative potential of AI, a critical intersection emerges – the
interaction between AI and human workers at the team level. This conceptual assessment
delves into the intricate dynamics, challenges, and latent opportunities arising from this
burgeoning collaboration. With a focus on understanding the profound implications for HRM,
this exploration navigates through the realms of evolving technology, organizational
psychology, and the adaptive strategies requisite for the future of work.

Critical Analysis:

Implication of Identified Trend or Issue in Current HRM Practices:

The trends identified in this article herald a profound paradigm shift in HRM practices,
signaling the necessity for adaptation in response to the escalating integration of AI
technologies. Automation and data-driven decision-making emerge as integral components
reshaping traditional HR roles. The potential for job displacement and the associated
emotional toll on employees underscore the complexity of the challenges confronting HRM
professionals. This mandates a strategic and human-centric approach to navigate this
evolving landscape.

Implications of Findings for HR Professionals and Organizations:

HR professionals find themselves at the crossroads of a transformative juncture,

necessitating proactive measures to address the psychological and existential impact on
employees. Strategies must be devised to manage anxiety, stress, and burnout emanating
from the disruptive impact of AI on job roles. The findings underscore the pivotal importance
of adopting a strategic approach to managing human-AI collaboration, emphasizing the
fostering of trust, establishment of effective communication channels, and the transparent
definition of performance evaluation criteria. Bridging the gap between technological
advancements and human-centric management practices emerges as a crucial objective for
HR leaders in cultivating a harmonious work environment.
Practical Implications:

The practical implications of the article's findings are extensive for HR practitioners and
organizations, encompassing several dimensions:

1. Comprehensive Training Programs:

In response to the evolving landscape, there is a pressing need to develop and implement
robust training programs. These initiatives should aim to equip both employees and HR
managers with the essential skills required for effective collaboration with AI technologies.
The dynamic nature of technological advancements mandates continuous learning initiatives
to stay abreast of evolving trends and applications.

2. Clear Communication Channels:

Establishing clear and transparent communication channels stands out as a pivotal strategy
for addressing concerns related to job security, evolving job roles, and expectations from AI
technologies. Open dialogue becomes a linchpin in fostering a better understanding of the
impending changes, thus alleviating potential resistance and fostering a culture of
adaptability.

3. Adaptive Performance Evaluation Systems:

Implementation of adaptive performance evaluation systems represents a critical step in

HRM practices. Such systems should factor in the collaboration between humans and AI,
emphasizing fairness, adaptability, and the acknowledgment of the unique strengths
contributed by each team member, whether human or AI. This transformative approach
ensures that the performance appraisal aligns with the evolving dynamics of human-AI
collaboration.

4. Investment in Organizational Support:

Prioritizing investments in organizational support mechanisms becomes paramount.

Creating a conducive environment and continuous training opportunities are instrumental in
facilitating a smooth transition to AI-driven HRM practices. These initiatives serve a dual
purpose of fostering a work environment that encourages innovation while bolstering
adaptability in the face of technological disruptions.
Conclusions

The primary objective of this paper was to critically examine the interaction between AI and
human workers through an HRM lens, focusing on the challenges faced by organizations
and workers due to this emerging phenomenon. While existing research emphasizes the
potential advantages of AI in enhancing productivity and streamlining organizational
processes, the paper sheds light on significant psychological barriers hindering the seamless
adoption of modern technologies.

A conceptual overview of the interaction and collaboration between human workers and
robots reveals challenges that HRM functions must address. These challenges include
workers' fears of job loss, intricate dynamics associated with building trust between human
workers and AI-enabled robots, and the careful management of human workers'
expectations regarding task fulfillment with their AI-enabled robot colleagues. Organizational
support mechanisms, such as a facilitating environment, training opportunities, and ensuring
technological competence levels, are identified as crucial for organizations to leverage the
benefits of emerging technologies. The toughest challenge for HRM lies in the realm of
performance evaluation within teams where both humans and robots collaborate.
ARTICLE 2

Research trends in human resource management by Katarzyna Piwowar-Sulej

(26 April 2022)

Article Summary:

The article delves into the dynamic landscape of Human Resource Management (HRM)
practices, aiming to identify and analyze trends spanning the two decades from 2000 to
2020. The primary objective is to employ an innovative methodology, integrating full-text
analysis, algorithmic processing, and expert evaluation, to unveil the evolution of HRM
research. The study not only addresses the specific trends but also categorizes them based
on characteristics such as duration, emergence, and evolution.

Through a meticulous exploration, the researchers unearthed 42 distinct HRM trends, each
offering a unique perspective on the field's development. These trends are meticulously
categorized as long-lasting, declining, emerging, or ephemeris, providing a comprehensive
understanding of the temporal dynamics within the HRM domain. Examples of identified
trends include "Diversity Management," "New and Traditional Career Models," and the
emergent theme of "Green and Sustainable HRM." The research highlights not only the
presence of these trends but also their duration and how they have evolved over time,
offering nuanced insights into the intricate fabric of HRM research.
Critical Analysis:

Implication of Identified Trend: The absence of the previously predominant trend

"Strategic HRM," directly replaced by the trend "Architecture and Changing Role of HRM," is
a notable observation. This shift suggests a nuanced evolution in HRM priorities, signifying a
potential move from traditional strategic paradigms to a more adaptive and transformative
approach. The identified trends serve as indicators of the changing landscape within HRM
practices, necessitating a more dynamic and responsive approach from HR professionals
and organizations.

Implications for HR Professionals and Organizations:

 Strategic Alignment: HR professionals are urged to align their strategies closely

with organizational objectives and contemporaneous business needs. This aligns
with the identified trends, ensuring a symbiotic relationship between HR practices
and overarching corporate goals.

 Adaptation to Trends: Organizations must proactively adapt to emerging trends,

such as the nuanced focus on the "Architecture and Changing Role of HRM." This
adaptive stance ensures that HR practices stay relevant and contribute meaningfully
to the organizational mission.

 Continuous Learning: The study underscores the imperative for continuous

learning among HR professionals. Given the fluid nature of HRM trends, staying
abreast of emerging themes becomes crucial for effective navigation and decision-
making.
Practical Implications:

Leveraging Insights for HR Practitioners and Organizations:

 Early Trend Adoption: HR practitioners can leverage the insights derived from the
study to adopt emerging trends early on. This proactive approach allows
organizations to be at the forefront of innovative HRM practices, potentially gaining a
competitive edge.

 Strategic Planning: The identified trends serve as a valuable resource for strategic
planning within organizations. HR practices can be aligned with the evolving research
landscape, fostering a symbiotic relationship that enhances organizational resilience
and effectiveness.

 Enhancing Sustainability Initiatives: Insights from the "Green and Sustainable

HRM" trend can guide organizations in developing and enhancing sustainability-
driven HRM practices. This not only aligns with broader corporate sustainability goals
but also contributes to a positive organizational image.

In today's dynamic business environment, the study advocates for a forward-looking

approach among HR professionals and organizations. By embracing emerging HRM trends
and aligning practices strategically, organizations can position themselves as adaptive and
responsive entities, ready to navigate the evolving challenges of the modern workplace.

Conclusion

In conclusion, the article presents a comprehensive analysis of HRM trends from 2000 to
2020, utilizing an innovative methodology that combines full-text analysis, algorithms, and
expert evaluation. The findings highlight the dynamic evolution of HRM practices, with 42
distinct trends categorized as long-lasting, declining, emerging, or ephemeris. The absence
of traditional trends like "Strategic HRM" underscores a strategic shift in HRM priorities,
emphasizing the need for adaptability among HR professionals. The study advocates for
continuous learning, strategic alignment, and proactive adoption of emerging trends, offering
organizations a roadmap for enhancing HRM practices. The identified trends, including the
growing focus on sustainability, provide practical insights for organizations to strategically
plan and align HR practices with contemporary research, fostering resilience and
competitiveness in the ever-changing business landscape.
Citation

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Arslan, A., Ruman, A., Naughton, S. and Tarba, S.Y. (2021), “Human dynamics of
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