May 2026
Intermediate
368 pages
15h
English
Content preview from Advances in Human-AI Collaboration
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14AI in Human Resource Management
Xinyu Fu1, Fiona Fui-Hoon Nah2, Songbo Liu3, Kairui Zhang3, Zixin Huang3, Ruilin Zheng4, and Weiqi Xie5
1Department of Computer Information Systems, J. Mack Robinson College of Business, Georgia State University, Atlanta, GA, USA
2School of Computing and Information Systems, Singapore Management University, Singapore, Singapore
3School of Labor and Human Resources, Renmin University of China, Beijing, China
4Department of Media and Communication, College of Liberal Arts and Social Sciences, City University of Hong Kong, Hong Kong, China
5HKU Business School, The University of Hong Kong, Hong Kong, China
Human resource management (HRM) practices have long been pivotal to driving organizational success (Collins & Clark, 2003). High-performance HRM practices—such as rigorous recruitment, performance-driven compensation, advanced management systems, and comprehensive employee training—can enhance workforce capabilities, retain top talent, and encourage the departure of underperforming employees (Jones & Wright, 1992).
The Fourth Industrial Revolution has accelerated the adoption of AI technologies across industries, including HRM (Lee, 2019; von Krogh, 2018). AI is now being leveraged to optimize HRM processes (Minbaeva, 2021; Shrestha et al., 2019), offering benefits such as improved decision-making (Liboni et al., 2019), streamlined recruitment (Reilly, 2019), enhanced employee engagement (Tripathi et al., 2012), and increased retention rates ...
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