Includes index.

Includes bibliographical references.

Foreword; Professor Chris RowleyPart One. Conceptual and historical frameworks Chapter 1: Futuristic organizational design: The role of technological imperative in defining the changing nature of structure, coordination and people practices; Tomislav Hernaus, Aleša Saša Sitar & Ana Aleksić Mirić -- Chapter 2: A polycentric network forming digital competencies for the future; Margit Neisig & Uffe K Hansen -- Chapter 3: HRM 4.0 and the shifting landscape of employer branding; Sujo Thomas, Sonal Kureshi, Susmita Suggala, and Valerie Mendonca -- Chapter 4: Opportunities and barriers in the practice of human resource analytics; Tobias Rex, Sudeshna Bhattacharya, Kanimozhi Narayanan and Pawan Budhwar Part Two. HRM 4.0: Practice, Strategy and Policy -- Chapter 5: Gig Economy, 4IR and Artificial Intelligence: Rethinking Strategic HRM; Ashish Malik, Pawan Budhwar and N R Srikanth -- Chapter 6: Digital Reverse Mentoring As A Strategic HRM Tool: Case Study Of An Indian Firm; Nimruji Jammulamadaka -- Chapter 7: Influence of Artificial Intelligence on Work, People and the Firm: A Multi-industry Perspective; Richa Saxena, Yogesh Kumar -- Chapter 8: Country-level comparison of Industry 4.0 in Germany, South Korea and the United States: Policy implications for India; Anirudh Agrawal, Payal Kumar & Ashish Tyagi -- Chapter 9: Opinion: Will the pandemic bring HRM 4.0 closer to home?; Samrat Choudhary.

Industrial Revolution 4.0 is upon us, with disruptive technology rapidly changing our personal and professional lives. In this climate it is not clear how organization reorganization will take place and there is haziness over the strategic HRM required to attract, develop, and retain talent. This book shines a light on the rapidly changing work landscape by bringing together international expert contributors, who address issues such as the long-term effects of artificial intelligence and block chain technologies on the firm and on human resources, and deliberate on the effects Industrial Revolution 4.0 is likely to have on both emerging economies and developed countries. A number of fundamental questions are asked: Will HR managers perceive IT as a supporting adjunct or a core operational department? Will man and machine co-exist, or will artificial intelligence have more ominous implications for humanity, as predicted by Stephen Hawking? In other words, is HRM 4.0 an opportunity, a transient phase, or an impending threat? Human and Technological Resource Management is a must read for students and scholars of HRM, as well as anyone interested in the future of technology in the workplace, Review quote, 'The management of people in time of Industry 4.0 is a critical issue for both practitioners and academics. This book provides much needed answers from a cohort of leading academics who pull together current knowledge about HRM and Industry 4.0 to shed light on this complex matter. Those who study HRM would profit from reading this book', Prof Yehuda Baruch, Professor of Management, University of Southampton, UK.

Print version record.