Artificial intelligence and human workers interaction at team level: a conceptual assessment of the challenges and potential HRM strategies

Abstract

PurposeThis paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.Design/methodology/approachThe current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.FindingsWe highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.Originality/valueOur paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

Antecedents of human-robot collaboration: theoretical extension of the technology acceptance model

“…According to Arslan et al (2021), HRC increases the challenges for HRM strategies to deal with employees’ fears of future unemployment by robots. Therefore, HRM strategies need to maintain the spirit of collaboration to solve employees’ motivation problems.…”

“…Innovative and AI-enabled decision-making in HRM (Qamar et al , 2021) will likely shape the current and future modern workplace. HRM must focus on preparing employees to accept robots as their team members (Arslan et al , 2021; Vrontis et al , 2021) by alleviating their fear of job loss (Vatan and Dogan, 2021) and improving their technical skills (Cubric, 2020). Human-centered approaches and employee understanding of the advantages and disadvantages of robots can promote workplace acceptance (Vatan and Dogan, 2021; Del Giudice et al , 2021a, 2021b).…”

A dark side of e-HRM: mediating role of HR service delivery and HR socialization on HR effectiveness

“…Further, the increasing trend of robotization of work processes has negative implications on employees' psychological effects, causing social harm and mental health issues. It thus throws enormous challenges to HR to act in a socially responsible manner (Arslan et al , 2021; Mariappanadar and Aust, 2017). Such a technology-driven workplace requires the HR professionals to play the role of change champion and creditable activists that demand enhanced social competency (Alfes et al , 2019; Ulrich et al , 2012).…”

A multi-stakeholder ethical framework for AI-augmented HRM

“…, 2019). Despite the great opportunities presented by the implementation of AI applications in functions of HRM, yet at the same time, many challenges and risks are associated with implementing AI in HRM, constituting a darker side of AI (Arslan et al. , 2021; Du and Xie, 2021; Meske et al.…”

“…The increased reliance on AI has arguably added new set of role demands, professional challenges and management expectations for organisations and HRM professionals, necessitating critical analysis of these challenges' ethical implications (Leikas et al, 2019). Despite the great opportunities presented by the implementation of AI applications in functions of HRM, yet at the same time, many challenges and risks are associated with implementing AI in HRM, constituting a darker side of AI (Arslan et al, 2021;Du and Xie, 2021;Meske et al, 2021;Wirtz et al, 2020). The flip side of using advanced applications of AI in HRM may enhance challenges varying from issues of data privacy, security, ethical/moral judgement and decision makings, goal alignment between AI and human beings, as well as ethical problems related to agency and fairness of AI (Du and Xie, 2021;Kumar et al, 2020;Southey, 2016;Wirtz et al, 2020).…”