Arengud inimeste juhtimise valdkonnas on erakordselt olulised nii indiviidi kui ühiskonna arengu aspektist. Tõsiasi on see, et mitte ükski riik, organisatsioon ega indiviid ei saa kellelegi midagi garanteerida, sh nt töökohta. Sestap on organisatsioonide vastutus töötaja arengu eest ja töötaja vastutus enda arengu eest saanud oluliselt kriitilisema tähenduse. Siinviidatu võiks kuuluda juhtimise eest töötasu vastuvõtjate kohustusliku kirjanduse hulka. Tekst pakub märkimisväärseid ülevaateid neile, kes ennast teemasse loevad. Tudengid-uurijad leiavad siit kasulikke viiteid muuhulgas ka metoodika valdkonnast.

Kontekstiks – juured on üsna sügaval:

“The concept of human resource management (HRM) was first used by a famous economist, Springer (1817). It is accepted that the integration of the concept as content is realized with the ideas put forward by Taylor (1895) in the field of management.” (Kambur and Yildirim, 2022, p. 1)

Taylorism:

“Taylorism, emerged. This approach aimed to find solutions to the management problems experienced in practice and to increase efficiency. Thanks to Taylor (1895), scientific methods and harmony have been brought into working life.” (Kambur and Yildirim, 2022, p. 2)

Terminoloogia teisenemine:

“The inadequacy of the term personnel management and the need for a deeper term on human-related issues in organizations have led to the emergence of the concept of HRM.” (Kambur and Yildirim, 2022, p. 2)

Autorid seavad eesmärke:

“The aim of this study is to examine the evolutionary development process of HRM as shown in Figure 2, to offer future suggestions about HR and to review the studies done with the inclusion of digital technologies in this section.” (Kambur and Yildirim, 2022, p. 3)

Elektrooniline värbamine:

“In electronic recruitment, which is the first function of e-HRM; employees are recruited online (Heery and Noon, 2001). Most organizations incorporate electronic recruitment technologies through recruitment sites or HR pages on corporate websites.” (Kambur and Yildirim, 2022, p. 4)

Elektrooniline õppimine:

“Electronic learning, another function of e-HRM, has transformed learning into distance and electronic form with the development of television and communication technologies.” (Kambur and Yildirim, 2022, p. 4)

Talentide arendamise keskkond:

“Talent development is defined as “a process that enables a company’s employees to demonstrate their potential, pursue a satisfying career path, and assist the company’s development” (Altuntu g, 2009). Talent development is extremely important for companies since it brings operational success.” (Kambur and Yildirim, 2022, p. 6)

Digikirjaoskuse komponendid vajavad arendamist:

“Employees should be given technical training when new digital and AI technologies are included in the HR unit. Otherwise, employees may experience uncertainty and resist this new situation.” (Kambur and Yildirim, 2022, p. 21)

Lugemishuvi suurendamiseks:

“AI technologies in HR are making a tremendous impact because of quality recruitment, rapid screening of candidates, integration, analytics, and unbiased decision making.” (Kambur and Yildirim, 2022, p. 21)[…] “Unlike previous studies, this review takes HRM from a broader perspective and groups it by topic, both by technical and HR functions.” (Kambur and Yildirim, 2022, p. 22)

Kambur, E., & Yildirim, T. (2022). From traditional to smart human resources management. International Journal of Manpowerahead-of-print(ahead-of-print), 1–31. https://doi.org/10.1108/IJM-10-2021-0622