Objective: This study synthesizes current evidence on the role of Artificial Intelligence (AI) and, where relevant, Open Science (OS) practices in enhancing Human Resource Management (HRM) performance. It focuses on recruitment processes, ethical considerations, and employee participation. Methodology: A systematic literature review was conducted in Scopus covering the period 2019–2024, following PRISMA guidelines. The initial search yielded 1486 records. After de-duplication and screening using Rayyan, 66 studies (≈ 4.4%) met the inclusion criteria, which targeted peer-reviewed works addressing AI-supported HR decision-making. A combined content and bibliometric analysis was performed in R (Bibliometrix) to identify thematic patterns and conceptual structures. Results: Analysis revealed four thematic clusters: 1) Implementation and employee participation emphasizing human-in-the-loop approaches and effective change management; 2) ethical challenges including algorithmic bias, transparency gaps, and data privacy risks; 3) data-driven decision-making delivering higher accuracy, fewer errors, and personalized recruitment and performance assessment; 4) operational efficiency enabling faster workflows and reduced administrative workloads. AI tools consistently improved selection quality, while OS practices promoted transparency and knowledge sharing. Implications: The successful adoption of AI in HRM requires employee engagement, strong ethical safeguards, and transparent data governance. Future research should address the long-term cultural, organizational, and well-being impacts of AI integration, as well as its sustainability.

In today's changing world of work, Strategic Human Resource Management (SHRM)) still focuses on making workers more productive. This study systematically examines the mediating function of incentives both monetary and non-monetary between antecedent characteristics (e.g., leadership, organizational culture) and employee productivity using a systematic literature review (SLR) of papers published from 2010 to 2024. The review adheres to PRISMA principles and integrates 18 peer-reviewed studies chosen through a stringent screening and quality evaluation process from Scopus and Google Scholar. The results show that the success of incentives depends a lot on things like the ideals of the business, the style of leadership, and the demographics of the workforce. Thematic analysis, informed by the Ability-Motivation-Opportunity (AMO) theory and Strategic Human Resource Management (SHRM) frameworks, delineates four principal processes by which incentives affect productivity: goal alignment, perceived equity, motivational pathways, and cultural congruence. The research emphasizes the necessity of customizing incentive systems to specific organizational contexts and offers practical guidance for HR professionals. Recognizing limitations and publishing bias, suggestions for future incentive system design are presented.

Employee Engagement (EE) has become a crucial element for the success of any organization. While psychology has conducted extensive research on EE, accounting has yet to give it the attention it deserves. This systematic literature review (SLR) was conducted to explore the linkage between corporate governance (CG) practices and factors that drive employee engagement (EED) in greater detail. The review identified several key factors influencing EED: board composition, audit committees, top leadership expertise, network power, other stakeholders’ supervision, and above-board application. In particular, the study revealed that effective CG practices have positive EE consequences, such as increased staff morale, job satisfaction, and productivity, and decreased employee turnover rates. The study underlined the importance of an employee-centric culture that encourages empowerment and fosters a sense of belonging in achieving maximum business success. It suggests that companies must create a work environment that promotes EE, provides opportunities for growth and development, recognizes employee contributions, and fosters open communication and collaboration. By leveraging these insights, companies can enhance their business operations and achieve maximum success by fostering a culture of EE and empowerment. The study concludes that businesses prioritizing EE as a core value can create a sustainable competitive advantage, increase their reputation, and attract and retain top talent.

This research investigates the dynamic landscape of succession planning (SP) strategies in higher education, with a focus on synthesizing existing literature to guide improvements in presidential succession practices. The intense global competition in higher education has led to imbalances in the quantity and composition of potential successors, hindering institutions’ rapid advancement and affecting their competitiveness on the global stage. The study addresses critical challenges such as attracting, retaining, and nurturing successors in key positions beyond material incentives. Employing a literature analysis methodology, the research comprehensively examines the existing body of literature related to succession planning, offering recommendations to promote stability in leadership, foster continuous talent development, and mitigate talent crises. The study evaluates the current state of succession planning in higher education, identifying issues and their root causes. It provides a summary and analysis of ongoing research efforts related to successor quality, team formation, and cultivation models. Despite advancements through national talent cultivation policies, persistent challenges like talent scarcity, the absence of gender-inclusive succession plans, a lack of originality, and inconsistent staff flow hinder progress. The research attributes these challenges to traditional personnel systems and university administrators. Proactive measures are proposed, including creating awareness of succession planning, advocating for personnel mechanism reform, establishing a comprehensive training system, and developing a scientifically-grounded succession plan. Though the study aims to contribute to leadership development and address pressing issues faced by higher education institutions, with only a limited number utilizing mixed techniques, it restricted the comprehensive inclusion of social context knowledge and evidence regarding the motivations, beliefs, and experiences of individuals in this investigation.

Named Entity Recognition (NER), a core task in Information Extraction (IE) alongside Relation Extraction (RE), identifies and extracts entities like place and person names in various domains. NER has improved business processes in both public and private sectors but remains underutilized in government institutions, especially in developing countries like Indonesia. This study examines which government fields have utilized NER over the past five years, evaluates system performance, identifies common methods, highlights countries with significant adoption, and outlines current challenges. Over 64 international studies from 15 countries were selected using PRISMA 2020 guidelines. The findings are synthesized into a preliminary ontology design for Government NER.