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.

The artificial intelligence (AI)-based architect's profile's selection (simply iSelection) uses a polymathic mathematical model and AI-subdomains' integration for enabling automated and optimized human resources (HR) processes and activities. HR-related processes and activities in the selection, support, problem-solving, and just-in-time evaluation of a transformation manager's or key team members' polymathic profile (TPProfile). Where a TPProfile can be a classical business manager, transformation manager, project manager, or an enterprise architect. iSelection-related selection processes use many types of artifacts, like critical success factors (CSF), AI-subdomain' integration environments, and an enterprise-wide decision-making system (DMS). iSelection focuses on TPProfiles for various kinds of transformation projects, like the case of the transformation of enterprises' HRs (EHR) processes, activities, and related fields, like enterprise resources planning (ERP) environments, financial systems, human factors (HF) evolution, and AI-subdomains. The iSelection tries to offer a well-defined (or specific) TPProfile, which includes HF's original-authentic capabilities, education, affinities, and possible polymathical characteristics. Such a profile can also be influenced by educational or training curriculum (ETC), which also takes into account transformation projects’ acquired experiences. Knowing that selected TPProfiles are supported by an internal (or external) transformation framework (TF), which can support standard transformation activities, and solving various types of iSelection’s problems. Enterprise transformation projects (simply projects) face extremely high failure rates (XHFR) of about 95%, which makes EHR selection processes very complex.

This study aims to explore the evolution of the human resources field in Western academia during the 1970s and 1980s, focusing on the trends in research topics across different decades. The analysis utilizes citation co-citation analysis, multivariate statistical analysis, and social network analysis. The research data were drawn from the Web of Science (WoS) database, comprising 1278 documents. By distinguishing between different time periods, the study identifies shifts in the field across two distinct time frames, visualized through multidimensional scaling maps. The results indicate that the 1970s were dominated by seven major research streams, while the 1980s introduced eight research streams, with “human resources” emerging for the first time as a prominent research frontier. The volume of literature, co-citation frequency, and citation counts all increased over time, reflecting the growing vibrancy and expanding scope of research in the field. Although citation co-citation analysis provides objective quantitative insights, issues such as the purpose of citations, the extent to which cited documents influence citing documents, and the varying layers of citation impact may introduce potential errors in the co-citation analysis results.

Volume 6, Issue 1 covers a wide range of fields, mainly discussing issues related to human resource management in enterprises, hotels, schools and organizations; spanning Indonesia, the United States, China, Malaysia and several other countries. By reading these articles, readers can gain a broader understanding of the status and development trends of human resource management and services in various fields and countries in today's society.

This issue provides valuable insights and current research topics related to human resource management, with a particular focus on training personnel and their personalities, attitudes toward work, emotions, and mental health.

The current research note is written for personnel managers and MBA students, aiming to raise awareness of the importance of work-life balance in employee management policies. In the intersection of work and personal life, the work-life balance is the equilibrium between the two; more specifically, the work-life balance explains the relationship and interaction between an individual's job and their private life. In the research note, we first introduce the concept and characteristics of work-life balance through relevant literature. We then argue the significance of incorporating work-life balance into employee management practices, as the concept of work-life balance helps managers appreciate individual differences and develop more human-oriented awareness in management. We encourage managers to adopt transformational leadership in their management, in which the concept of work-life balance should be embedded in the design and implementation of employee management policies. By giving more autonomy to the employees through work-life balance policies and practices, employees are more likely to appreciate the work and make more contributions accordingly. Practitioner points are also recommended.