Indeed, the 4th industrial revolution (4IR) has redefined the world of work. A new set of skills needs to be defined and made available to organisations. Human resource management practices now operate in a complex, interconnected, unpredictable, and evolving environment. The question that one needs to answer is: how can HR align its functions to meet the demands of the fourth IR? It is prudent that human resource functions evolve quickly and adapt to changing demands. Research purpose: This paper seeks to unpack the changes that have been brought about by the 4IR and suggest ways in which HR professionals in Lesotho can align with this inevitable era of digitalisation. Motivation for the study: Due to the dynamics and transformations that have been brought about by the 4IR, this study was motivated by the need to understand the effects of the 4IR in small economies on the HR function and offer lessons to embrace change. Research approach: The research was qualitative in nature, and data was collected purposefully from journal articles, newspapers, and book chapters. Content analysis was used for the data analysis. Research findings: The effects of the 4IR through digitalisation disruptions have been felt across all corporate functions, and HR is no exception. It has had a massive influence on both the economy and the labour force and impacted employee roles in terms of health, mobility, working hours, personal life, and general administration. HR leaders play a critical role in ensuring that businesses are able to successfully adopt and deploy new technologies. Contributions: The research unpacks the effects of 4IR and gives practical lessons for HR professionals in Lesotho.

Purpose: This research paper aims to justify the need for the Quality of Hire (QOH) construct as a value-adding focus for strategic human resource management (SHRM). The traditional focus on efficiency and cost-oriented recruitment metrics overlooks the importance of QOH in providing a competitive advantage and delivering long-term value. The study expands the economic theory of human resource development and develops a profit-building concept relevant to SHRM by exploring the practices that enable QOH in organizations. Design: The study utilizes a case-study method to examine a target firm’s mechanisms to build QOH in its recruitment process. It applies a structuration theory lens to analyze the behavior of various actors, their agencies, and the continuous interplay between structure and action in enabling QOH. Findings: The findings suggest that assessing and building measures for getting QOH is a complex task for organizations due to the inherent reliance on lag measures such as performance and tenure. The study highlights that QOH can be enabled through changes in the firm’s recruitment practices. Originality: This paper contributes to recruitment research in two significant ways. First, it expands on the under-researched construct of QOH, providing clarity on its definition and importance. Second, it identifies lead practices that organizations can incorporate into their recruitment and selection processes to enable QOH. By using a structuration theory lens, the study explores how actors in the recruitment process adapt and align with new structural rules to enable QOH. Research implications: The research builds on the structuration theory in recruitment and selection and exhorts practitioners in organizations to move beyond efficiency-oriented recruitment practices and focus on practices that contribute to QOH. By considering post-hire outcomes, such as job performance and long-term retention, organizations can improve their talent acquisition and retention strategies, creating long-term value for the organizations.

This study explores the influence of human resource empowerment on the establishment of green human resource management (GHRM) within Tehran’s 14th district municipality. Utilizing a descriptive-analytical research approach, the study targets the practical implications of empowerment strategies on GHRM implementation. The research population consists of 1500 employees from the 14th district, based on the 2017 census. A sample of 306 respondents was selected using Morgan’s table. Data were collected via a structured questionnaire developed from the study’s conceptual framework and research hypotheses. The questionnaire’s validity and reliability were confirmed through expert review and Cronbach’s alpha (0.9). Descriptive statistics outline the background and primary variables, while inferential statistics, particularly the Pearson correlation test, were used to evaluate the hypotheses. Results indicate that human resource empowerment positively affects the establishment of GHRM in Tehran’s 14th district municipality.

With the advent of knowledge economy, international competition is becoming increasingly fierce, human resources management in the role of enterprise management is growing. In the 21st century, the trend of globalization of the world economy has been strengthened, and the development of science and technology has been changing with each passing day. The essence of comprehensive national competition is becoming the competition of human resources. Similarly, enterprises in order to compete in the fierce and healthy development, we must reduce costs and improve management efficiency, must have a set of their own talent management methods. Human resources are the most important resources in all resources, effectively play the important role of human resources in the core competitiveness, and formulate the countermeasures of human resource competition, which is of great significance to improve the core competitiveness of enterprises. In the new century to further improve the management of human resources in state-owned enterprises, improve China's enterprise human resources management system is to enliven the state-owned enterprises, improve our comprehensive national strength of the top priority, to promote China's economic development is of great significance.

Communication is an important part of organizational management activities and management behavior. In human resource management, effective communication plays an extremely important role. Human resources as one of the most critical resources of enterprises, the effectiveness of management is directly related to the survival and development of enterprises. Communication is the process of communication and transmission of information, effective communication is an important magic weapon for each enterprise to gain competitive advantage and success. This paper summarizes the important position and function of communication in enterprise human resource management, and puts forward the basic viewpoints and suggestions on how to establish the management communication mode from the perspective of human resource management.

Purpose: This article explores the adoption of Artificial Intelligence (AI) in Human Resource Management (HRM) in the UAE, focusing on the critical challenges of fairness, bias, and privacy in recruitment processes. The study aims to understand how AI is transforming HR practices in the UAE, highlighting the issues of bias and privacy while examining real-world applications of AI in recruitment, employee engagement, talent management, and learning and development. Methodology: Through case study methodology, detailed insights are gathered from these companies to understand real-world applications of AI in HRM. A comparative analysis is conducted, comparing AI-driven HRM practices in UAE-based organizations with international examples to highlight global trends and best practices. Findings: The research reveals that while AI holds significant potential to streamline HR functions such as recruitment, onboarding, performance monitoring, and talent management, it also discusses challenges and strategies companies face and develop in integrating AI into their HRM processes, reflecting the broader context of AI adoption in the UAE’s HR landscape. Originality: This paper contributes to the growing body of literature on AI in HRM by focusing on the unique context of the UAE, a rapidly developing market with a highly diverse workforce. It highlights the specific challenges and opportunities faced by organizations in the UAE when implementing AI in HRM, particularly regarding fairness, bias, and data privacy.