Evolving uses of artificialintelligence in human resourcemanagement in emergingeconomies in the global South:some preliminary evidenceNir KshetriBryan School of Business and Economics,University of North Carolina at Greensboro, Greensboro, North Carolina, USAAbstractPurpose–The purpose of this paper is to examine the use of artificial intelligence (AI) in human resourcemanagement (HRM) in the Global South.Design/methodology/approach–Multiple case studies of AI tools used in HRM in these countries inrecruiting and selecting as well as developing, retaining and productively utilizing employees have been used.Findings–With AI deployment in HRM, organizations can enhance efficiency in recruitment and selectionand gain access to a larger recruitment pool. With AI deployment in HRM, subjective criteria such asnepotism and favoritism are less likely to come into play in recruitment and selection of employees. AIdeployment in HRM also has a potentially positive impact on the development, retainment and productiveutilization of employees.Research limitations/implications–AI is an evolving technology. Most HRM apps have not gainedenough machine learning capabilities with real-world experience. Some of them lack a scientific basis. AI inHRM thus currently affects only a tiny proportion of the population in the GS.Practical implications–The paper explores the roles of AI in expanding recruitment pools. It alsoadvances our understanding of how AI-based HIRM tools can help reduce biases in selecting candidates,which is especially important in the Global South. It also delves into various mechanisms by which AI helpsin the development, retainment and productive utilization of employees.Originality/value–We provide details of various mechanisms by which AI brings input and outputefficiencies in recruitment and selection in these countries.KeywordsGlobal South, Chatbots, Artificial intelligence, Autonomous AI, Augmented intelligencePaper typeResearch paperIntroductionArtificial intelligence (AI) is a potentially transformative force that is likely to change the roleof management and organizational practices. AI is having revolutionary impacts onorganizational decision making (Jarrahi, 2018) and redefining management models (Thomaset al., 2016). AI’s visible impacts can be observed in core competency and business processessuch as knowledge management, customer outcomes such as perceptions of service qualityand customer satisfaction (Brynjolfsson and Mcafee, 2017). Such impacts have been observednot only in developed countries, but also in emerging economies (Kshetri,2020a, 2020b).Moving to the focus of this paper, AI is being touted as an effective human resourcemanagement (HRM) tool (Tambeet al., 2019). AI deployments in HRM issues such asrecruitment and selection are becoming increasingly widespread and have drasticallyMRR44,7970Received 29 March 2020Revised 1 July 202020 October 202024 November 2020Accepted 2 December 2020Management Research ReviewVol. 44 No. 7, 2021pp. 970-990© EmeraldPublishingLimited2040-8269DOI10.1108/MRR-03-2020-0168The current issue and full text archive of this journal is available on Emerald Insight at:
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