ANTECEDENT–CONSEQUENCE MODEL OF ARTIFICIAL INTELLIGENCE’S IMPACT ON HUMAN RESOURCE DEVELOPMENT

• Haider Wahid Ali Al-Buwaihi

  Lorestan University, Iran

• Mousavi Sayyed Najmuddin

  Lorestan University, Iran

• Nazarpouri, Amirehshah

  Lorestan University, Iran

• Vahdati, Hujjatullah

  Lorestan University, Iran

Objective: The purpose of this study is to present a predecessor–successor model explaining the impact of artificial intelligence on human resource development (HRD). Method: The present research is applied in nature and conducted through a qualitative research approach using content analysis. The data collection method was qualitative and carried out through a library-based study, involving the review of books, articles, and theses. Results: The findings indicated that the antecedents influencing the impact of AI on HRD can be classified into several categories. The first group includes technical and data-related factors, such as technological infrastructure and integration, informational and communication factors, information quality, data mining, intelligence requirements, and functional requirements. The second group involves human and organizational factors; the third group includes managerial and process factors; the fourth group covers environmental and industrial factors; and finally, the fifth group comprises legal, ethical, and perceived benefit factors. Additionally, the consequences (successors) of AI implementation in HRD can also be categorized into several main groups: the first group relates to improved performance and productivity; the second group to employee development and advancement; the third group to motivation, satisfaction, and employee experience; the fourth group to innovation and knowledge management; and the fifth group to organizational relationships and structures. Novelty: The study introduces a predecessor–successor model that categorizes the antecedents and consequences of AI’s impact on human resource development, distinguishing technical, organizational, managerial, environmental, and ethical factors, and their influence on HRD outcomes such as performance, employee satisfaction, innovation, and organizational structure.

[1] F. Laviola, N. Cucari, and H. Novic, “Human Resource Development and Artificial Intelligence in the view of Personal Development: a literature review and bibliometric analysis,” Rediscovering local roots and interactions in management, 2023.

[2] A. Bazrkar, M. Moradzadeh, and S. Shayegan, “Analyzing the Effect of Technological, Organizational, and Environmental Factors on the Adoption of Artificial Intelligence in the Employee Recruitment Process,” New Research in Performance Evaluation, vol. 2, no. 1, pp. 32–52, 2023.

[3] P. Prikshat, “AI-Augmented HRM: Antecedents, Assimilation and Multilevel Consequences,” Aston university, 2023.

[4] J. Dima, M. H. Gilbert, J. Dextras-Gauthier, and L. Giraud, “The effects of artificial intelligence on human resource activities and the roles of the human resource triad: opportunities and challenges,” Sec. Organizational Psychology, vol. 15, pp. 22–35, 2024.

[5] Gh. Asadi and M. Youkhteh Alghayani, “Investigating the Impact of Intellectual Capital on Firms’ Financial Performance,” Empirical Studies in Financial Accounting, vol. 11, no. 41, pp. 83–103, 2014.

[6] S. Zel and E. Kongar, “Transforming Digital Employee Experience with Artificial Intelligence,” in 2020 IEEE / ITU International Conference on Artificial Intelligence for Good, AI4G 2020, Institute of Electrical and Electronics Engineers Inc., 2020, pp. 176–179.

[7] B. Aghajanpour, “The Application of Artificial Intelligence in Human Resources,” 2024.

[8] R. Abbasi and M. Esmaeili, “Artificial Intelligence and Digital Human Resource Processes: Applications and Challenges,” Human Resource Studies, vol. 14, no. 1, pp. 116–140, 2024.

[9] H. Ghorbani and J. Ataeifar, “Investigating the Application of Artificial Intelligence in Human Resource Training and Development,” in The 16th International Conference on Management and Humanities Research in Iran, Tehran, 2024.

[10] M. Gholami, “The Impact of Artificial Intelligence Implementation on Human Resource Management Functions,” Allameh Tabataba’i University, 2024.

[11] S. Hosseini, “The Role of Artificial Intelligence in Human Resource Management in the Sports Industry,” Azarabadgan Non-Governmental Higher Education Institute, 2024.

[12] T. Nikfarjam, “Investigating the Impact of Artificial Intelligence on Human Resource Management Indicators,” Payame Noor University of Quchan, 2024.

[13] F. Salehi Sedeh, “Investigating the Impact of Artificial Intelligence on the Individual and Organizational Dimensions of Human Resource Management among Employees of Baharestan Municipality,” Sheikhbahaee University, 2023.

[14] A. Akbari and R. Tahmasbi, “Identifying the Applications and Requirements of Artificial Intelligence in the Recruitment and Employment Process,” Organizational Culture Management, vol. 21, no. 1, pp. 75–88, 2023.

[15] Gh. Eslami and R. Khodayari, “Identifying the Applications, Opportunities, and Challenges of Using Blockchain Technology in Human Resource Management: A Systematic Review,” Human Resource Studies, vol. 12, no. 1, pp. 1–16, 2022.

[16] M. Seyed Naqavi, F. Jonaghani, V. Ghorbanizadeh, and M. T. Taghavifard, “A Smart Human Resource Management Model Based on Data Science and Machine Learning,” Intelligent Business Management Studies, vol. 10, no. 40, pp. 265–310, 2022.

[17] M. Sarvestani and A. Peyravan Nejad, “Applications and Benefits of Artificial Intelligence in Human Resource Management,” in International Conference on Digital Transformation, University of Tehran, Sep. 2021.

[18] E. Sorayee, N. Meshkani Farahani, and F. Shoafi, “Investigating the Application of Artificial Intelligence in Human Resource Management,” in International Conference on Civil Engineering, Architecture, Development, and Urban Infrastructure Regeneration in Iran, Tehran, 2020.

[19] M. Goswami, S. Jain, T. Alam, A. F. Deifalla, A. E. Ragab, and R. Khargotra, “Exploring the antecedents of AI adoption for effective HRM practices in the Indian pharmaceutical sector,” Front. Pharmacol., vol. 14, pp. 1–17, 2023.

[20] M. Shahzad, Sh. Xu, W. Naveed, Sh. Nusrat, and I. Zahid, “Investigating the impact of artificial intelligence on human resource functions in the health sector of China: A mediated moderation model,” Heliyon, vol. 9, no. 11, pp. 1–15, 2023.

[21] R. E. Cramarenco, M. I. Burcă-Voicu, and D.-C. Dabija, “The impact of artificial intelligence (AI) on employees’ skills and well-being in global labor markets: A systematic review,” Oeconomia Copernicana, vol. 14, no. 3, pp. 731–767, 2023.

[22] O. K. Xin, W. Wider, and L. K. Ling, “Human Resource Artificial Intelligence Implementation and Organizational Performance in Malaysia,” Asia-Pacific Social Science Review, vol. 22, no. 3, pp. 17–36, 2022.

[23] V. Pourshahabi, “Employee Training Using Artificial Intelligence (A Systemic Model Presentation),” Management and Educational Perspective, vol. 5, no. 3, pp. 248–281, 2023.

[24] J. Dumay, J. Guthrie, and J. Rooney, “Being critical about intellectual capital accounting in 2020: an overview,” Critical Perspectives on accounting, vol. 70, pp. 1–20, 2020.

[25] S. Chowdhury et al., “Unlocking the value of artificial intelligence in human resource management through AI capability framework,” Human Resource Management Review, vol. 33, no. 1, pp. 1–17, 2023.

• View Article

This work is licensed under a Creative Commons Attribution 4.0 International License.