Work and HRM in the 4.0 era: insights and research directions

The practice and theory of Human Resource Management has made huge progress over the last century; now it has been recognized as a fundamental part of business and it has become the subject of a rich academic and practitioner literature (Kaufman, 2015). The role of the HRM department, previously known as personnel management, has also changed considerably from its origins. From a largely administrative function with very low impact, it has shifted to the present day, where it has the potential to be a source of competitive advantage (Pfeffer, 1997; Wright & Urlich, 2017,). However, the position and role of HR departments have been continuously debated in the HRM practice and literature (Roche & Teague, 2012). Given that human resources are seen as a critical source of sustainable advantage, one can assume that the HR department occupies the position of an important player in the organization. However, the respect and the attention paid to ‘human resources’ is not always translated into respect for the HR department. One the one hand, the HR department is requested to assume a strategic role procuring, allocating, managing, developing and retaining employees and supporting the organizational performance. On the other, HR managers have failed both in acquiring this status of business partners and promoting balance among the workers, firm and social needs, and interests in accordance with the changing realities of the economy and the workforce (Kochan, 2004).