Tehisintellekt on inimestejuhtimise valdkonda kohale jõudmas:

“a recent industry study found 300 plus human resources (HR) technology start-ups developing AI tools and products for HR or people management, with around 60 of these companies ‘gaining traction’ in terms of customers and venture capital funding (Bailie & Butler, 2018).” (Charlwood and Guenole, 2022, p. 730)

Artikli panus:

“The contribution of this article is to bring together contrasting accounts of how AI might be deployed for HR and people management to address the question of how AI could affect our field. It is possible to imagine a future in which the deployment of AI for HR and people management leads to large gains in fairness and efficiency. However, AI could also usher in an increasingly dystopian future of widespread unfairness and intensified managerial control. Indeed, a paradox lens suggests that both imaginaries will co-exist alongside each other (Collings et al., 2021; Smith & Lewis, 2011).” (Charlwood and Guenole, 2022, p. 730)

Terminoloogia muutub täpsemaks:

“AI is typically defined as the use of digital technology to create systems capable of autonomously performing tasks commonly thought to require human intelligence (Office for AI, 2019). In contrast to popular representations of artificial general intelligence in science fiction, recent advances in AI have occurred in the field of machine learning (ML), a sub-set of AI where digital systems autonomously improve their performance at undertaking a specific task or tasks over-time as the system learns through experience (Office for AI, 2019).” (Charlwood and Guenole, 2022, p. 731)

Pessimistidele:

“Our pessimistic case focuses on possible consequences of the sorts of use cases set out above for workers and societies. The central problem is that firms tend to introduce new technologies in ways that reduce worker autonomy, wages, and job security.” (Charlwood and Guenole, 2022, p. 732)

Optimistidele:

“The key question then is what can be done to contain the negative and promote the positive? In” (Charlwood and Guenole, 2022, p. 733) […] “answering this question, we stake out two claims. First, problems of AI bias are eminently solvable. Second, while the threat of AI snake-oil is real, it is possible to develop fair, ethical and efficient AI ML if design is informed by domain knowledge.” (Charlwood and Guenole, 2022, p. 734)

Lugemishuvi suurendamiseks:

“Therefore if we want to avoid ‘bad AI’ in HR and people management, new laws to deal with the challenges that AI poses will be needed regardless of where we are in the world. Given the ethical values of the AI profession, and the threat to these values posed by unscrupulous employers using AI, logically HR professional bodies should be advocating for such regulation.” (Charlwood and Guenole, 2022, p. 737)

Charlwood, A., & Guenole, N. (2022). Can HR adapt to the paradoxes of artificial intelligence? Human Resource Management Journal32(4), 729–742. https://doi.org/10.1111/1748-8583.12433