Human Resource Paper on Workplace Relations, Value Creation, and the Future

Today, technology has inhabited almost every workplace, helping organizations meet their corporate obligations and achieve strategic goals. Thanks to the fast-technological advancement, human resource managers can acquire unlimited information and strategies to guide their departments. Even though technology has been absorbed in human resource management, it is unlikely over-power life as we know it. To justify the argument, I shall introduce a common concept in HRM: systemic relationship. Systemic relationships allows organizations to outsource and recruit committed employees who are compatible with the standard culture and are ready to take positive actions on their insights. Organizations that are able to create and maintain adequate systemic relationships with their employees stand a better future against the total take over by technology.

Various technological aspects, such as artificial intelligence, have far-reaching effectiveness that they threaten the survival of human resources amongst other departments involved in workplace organization. Organizations are increasingly adopting technology to stay competitive, which has led to annual layoffs in many companies. Technology is being used to hire, manage and appraise employees thus easing HR roles. Organizational tasks have also been simplified by technology as departments can easily monitor employees and track production even from remote regions. The importance of HR is diminishing owing to reduced number of employees and shrinking primary responsibilities in modern organization.

SelectHub (n.d).

From the table above, it is true that technology has far-reaching benefits to organizations, but its long-term effect remains unclear. Technology has boosted performance and efficiency, especially in human resources, but, at the same time, it has reduced the workforce population. While a reduced employee population may enhance the efficiency of human resources, the metrics can only be justified by time. What remains clear is that organizations are losing essential human resource features to technology. For example, according to Davies (2018), shrinking workforce has facilitated the loss of employee skills, such as communication and interaction elements, most of which have been replaced with robotics and artificial intelligence. Therefore, as much as technology has introduced some improvements, it has led to the loss of some valuable aspects of a workplace.

Employee relations are not immune to the technological shift as well: increased attachment to phones, computers and social media has negatively impacted employees’ emotional, psychological and physical integrity. Since many organizations prohibit their workers from using them during work hours, their morale to interact or perform decreases.

SelectHub (n.d)

The table above shows the benefits of artificial intelligence in the recruitment process. Telecommunication tools have also been enhanced by advanced technology and they allow organizations and their employees to improve general performance. Automation of HR has also allowed for effective data analysis in strategic planning and implementation. These tools, including computer systems and chat platforms, allow employees to contact their colleagues or the management through web-based appraisal systems. Dialogue between employees has also been enhanced and most probably will continue to develop, enhancing performance and workplace organization. Additionally, workplace collaboration has been enhanced as employees have more platforms to meet, discuss projects and improve their skills. Even though prospects are bright, potential limitations are also rife. The mentioned innovation may reduce physical interactions, which may proliferate conflicts between workers or damage essential communication competencies, such as presentation skills and confidence useful in meetings.

While HR administrations have also achieved unique ways of promoting employee relations through various e-HR tools and monitoring performance to enhance performance and security, they also have a down side. The tools have led to employees performing highly, but conflicts have increased while social skills, such as communication, engagement, and interpersonal competencies have been compromised. However, such issues and others can be managed if organizations plan early for the changes that technology is likely to bring. For example, workplace physical encounters and communication are effective ways of preventing total life takeover by technology.

I believe that technology carries unmatched value towards HRM, but it is up to organizations and policymakers to design proper strategies to safeguard employee values, knowledge, and skills before technology renders them obsolete. First, organizations can train employees on modern and effective workplace relations strategies which are culturally acceptable, through the HR department. Secondly, HR departments can create strategic recruitment and placement guidelines which allows more physical interaction and association rather than isolating them and partnering them with machines. Thirdly, building cross-functional teams in organizations enables employees to communicate more and use technology effectively in solving workplace issues. This way, social interactions through social media or messaging systems are managed therefore upholding integrity. Finally, organizations should create “human-friendly” environments which acknowledges human contributions to cultural strategy and positively uses manpower and skills to achieve their corporate goals.

Technology is making excellent contributions to HRM by increasing management, production, and efficiency. Though some aspects of employee relations have been affected by the changes, the future of technology in human resource management will be better if organizations plan adequately. Proper strategic planning and utilization of human resources to create organizational policies governing recruitment and employee management are effective solutions to the crisis. Lastly, organizations should make proper decisions on the kind of technology to adopt, a good recommendation being an employee-centric automation.



Davies, A. (2018). Industrial relations and new technology. Routledge.

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