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The recruitment process is more of an issue for many businesses. The process of determining the appropriate candidate to hire is often a costly, time-consuming process. Besides, due to incorrect decision-making or lack of objectivity in hiring processes, recruitment processes may not proceed effectively. Businesses are trying to use technology in their recruitment processes to avoid these problems. Currently, many businesses use internet and software technologies to receive applications and evaluate candidates. But despite these technologies, it takes time and additional personnel costs for people to coordinate all processes. Due to these and similar situations, there has been an increase in the use of artificial intelligence technologies in recruitment processes in the world recently. The use of artificial intelligence in recruitment processes has the effect of reducing costs and decision-making errors and appears to be beneficial in saving time. In this study, the use of artificial intelligence in the recruitment processes of businesses in Turkey was examined. In this context, interviews were conducted with the human resources managers of 22 businesses. According to research results, it was understood that artificial intelligence was benefited only as an auxiliary element in recruitment processes. It has been found that businesses do not rely much on artificial intelligence in their recruitment processes, so they do not use it or partially use it.

In the rapidly evolving digital era, introducing AI has become a pivotal factor across all organisational levels. However, the global proliferation of artificial intelligence has sparked immediate apprehension among the currently employed and those seeking employment. As we navigate the societal transformations of the twenty-first century, the dynamic interplay between AI and job security has risen as a crucial area of investigation within Human Resources Management research. This investigation delves into the global perceptions of artificial intelligence on the future of employees' job security in the workplace, a question of paramount importance in the current landscape. This study is a systematic review, with the data comprising previously published research articles, reports, and studies collected and analysed to gain comprehensive insights. The systematic literature review was conducted in five steps: developing explicit questions for critique, collecting and categorising data, evaluating, summarising evidence, and discussing. The process necessitated retrieving data from various databases, including Scopus, Sabinet, Science Direct and Elicit. The research adhered to the PRISMA guidelines, a widely accepted framework for conducting systematic reviews, to ensure methodological rigour and transparency in the research process. The findings offer mixed perceptions of artificial intelligence on future employees' job security in Africa. The study provides themes in relation to how employees in the African affiliation view the integration of AI in the workplace: Future uncertainties, Role of AI in HR Practices, Employee well-being, training and development, Positive attitudes towards AI and job opportunities. The investigation highlighted AI challenges and opportunities in Africa, making sense of why employees do not trust the introduction of AI, as it is perceived as a threat to their jobs. It offers valuable guidelines for decision-makers in Africa to ensure that AI is utilised legally and ethically and that steps are in place to mitigate employment losses.

Artificial Intelligence has generated much scholarly and practical attention from researchers in integrating it into job roles that humans traditionally handled. This has inspired an explosion in research activity dedicated to the topic. This study uses a systematic bibliometric method to investigate research progress on individuals' perceptions of AI in jobs. Using a large dataset from the "Web of Science," this research investigates changing patterns, institutional affiliations, geographic distributions, and keyword connections. We retrieved 2228 manuscripts published between 2021 and 2023 from the Web of Science. The researchers used the power of specialized software, Bibliometrix, and VOSviewer, to navigate the intricate web of AI's integration into human-dominated professions. The findings indicate the importance of AI's impact on human job roles. The increased amount of research dedicated to the topic highlights its rising significance within society. This research significantly contributes to the ongoing discourse regarding AI adoption by offering a solid foundation for future enquiries and policy development, particularly as technology and society evolve.  

Employee attrition remains a persistent challenge for ICT organisations in Gauteng, South Africa, impacting performance, continuity, and workforce stability. High turnover disrupts project timelines, erodes institutional knowledge, and inflates recruitment and training costs. This study investigates attrition predictors by applying logistic regression to a synthetically generated structured dataset of 1,470 employee records in Gauteng. It examines whether workplace, demographic, and relational factors significantly influence turnover outcomes. Guided by three work-based practice frameworks: Social Exchange Theory, Herzberg’s Two-Factor Theory, and Job Embeddedness Theory, the research aims to identify meaningful retention drivers beyond surface-level attributes. A stratified random sampling method was used to construct a representative subset of 50 records, balancing class proportions within practical constraints. Pre-processing, encoding, and scaling were performed using Python libraries to ensure data integrity, followed by hypothesis testing and regression analysis to evaluate predictor significance. Findings show that relationship satisfaction and organisational commitment negatively correlate with attrition, reinforcing the importance of intrinsic motivators in retention. In contrast, gender, age, tenure, and income-related variables were statistically insignificant, challenging conventional HR assumptions. These results contribute to organisational behaviour literature by highlighting relational and psychological factors over demographic predictors. They suggest that fostering a supportive work environment and cultivating employee engagement may be more effective than relying solely on compensation or tenure-based incentives. The study recommends future research that incorporates larger samples from sectors beyond ICT, employs hybrid methodologies and longitudinal designs, and integrates qualitative insights from interviews or surveys to deepen understanding and inform proactive retention policies.

Modern businesses require flexible, agile systems that can track progress in real time, provide continuous feedback and adapt to dynamic workplace environment. As the workplace is evolving rapidly, so are the expectations around employee performance. Using qualitative approach, this paper unpacks the opportunities and challenges of EPMS as well as provide recommendations on how organizations in Lesotho can make use of it. Despite the vast literature on digitalization, there has been a lot of hesitation on the total adoption of EPMS in most organization mostly in developing countries like Lesotho.  The methodology involved a comprehensive review of previous studies, primarily relying on secondary data to explore the concept of digital HRM and its various dimensions. Thematic analysis was conducted to identify patterns and insights related to EPMS. The findings revealed that EPMS can provide opportunities for orgnaisations in Lesotho which include real-time feedback, objective continuous performance monitoring, data-driven insights, reduction in operational costs and improved communication. However, despite EPMS’s benefits it comes with challenges, such as data overload, costs, algorithmic bias, data privacy concerns and loss of personal interaction. Based on the findings, organisations must invest in robust data security measures, such as encryption and secure storage protocols, to mitigate these risks and having clear policies that relates to EPMS.

Employee attrition remains a persistent challenge for ICT organisations in Gauteng, South Africa, impacting performance, continuity, and workforce stability. High turnover disrupts project timelines, erodes institutional knowledge, and inflates recruitment and training costs. This study investigates attrition predictors by applying logistic regression to a synthetically generated structured dataset of 1,470 employee records in Gauteng. It examines whether workplace, demographic, and relational factors significantly influence turnover outcomes. Guided by three work-based practice frameworks: Social Exchange Theory, Herzberg’s Two-Factor Theory, and Job Embeddedness Theory, the research aims to identify meaningful retention drivers beyond surface-level attributes. A stratified random sampling method was used to construct a representative subset of 50 records, balancing class proportions within practical constraints. Pre-processing, encoding, and scaling were performed using Python libraries to ensure data integrity, followed by hypothesis testing and regression analysis to evaluate predictor significance. Findings show that relationship satisfaction and organisational commitment negatively correlate with attrition, reinforcing the importance of intrinsic motivators in retention. In contrast, gender, age, tenure, and income-related variables were statistically insignificant, challenging conventional HR assumptions. These results contribute to organisational behaviour literature by highlighting relational and psychological factors over demographic predictors. They suggest that fostering a supportive work environment and cultivating employee engagement may be more effective than relying solely on compensation or tenure-based incentives. The study recommends future research that incorporates larger samples from sectors beyond ICT, employs hybrid methodologies and longitudinal designs, and integrates qualitative insights from interviews or surveys to deepen understanding and inform proactive retention policies.

Modern businesses require flexible, agile systems that can track progress in real time, provide continuous feedback and adapt to dynamic workplace environment. As the workplace is evolving rapidly, so are the expectations around employee performance. Using qualitative approach, this paper unpacks the opportunities and challenges of EPMS as well as provide recommendations on how organizations in Lesotho can make use of it. Despite the vast literature on digitalization, there has been a lot of hesitation on the total adoption of EPMS in most organization mostly in developing countries like Lesotho.  The methodology involved a comprehensive review of previous studies, primarily relying on secondary data to explore the concept of digital HRM and its various dimensions. Thematic analysis was conducted to identify patterns and insights related to EPMS. The findings revealed that EPMS can provide opportunities for orgnaisations in Lesotho which include real-time feedback, objective continuous performance monitoring, data-driven insights, reduction in operational costs and improved communication. However, despite EPMS’s benefits it comes with challenges, such as data overload, costs, algorithmic bias, data privacy concerns and loss of personal interaction. Based on the findings, organisations must invest in robust data security measures, such as encryption and secure storage protocols, to mitigate these risks and having clear policies that relates to EPMS.

The fast-changing technological environment compels organisations to make swift and adaptive strategic choices, necessitating the use of tools and systems that can effectively manage complexities, foresee challenges, and capitalise on opportunities; as a result, there is a growing trend towards the adoption of human resource analytics to improve decision-making processes in the ever-evolving field of human resources. Despite the increasing use of HR metrics and analytics in human resource management, HR professionals have been relatively slow to embrace a data-driven approach, and existing research on data-driven decision-making in HRM often lacks the comprehensive frameworks necessary to provide practical guidance for the effective integration of human resource analytics. Hence, this study aims to explore the utilisation of human resource analytics to improve decision-making processes within organisations, highlighting both the potential benefits and the challenges that may arise. A systematic literature review revealed that the adoption of Human Resource Analytics offers organisations significant benefits, such as enhanced decision-making, better alignment with strategic objectives, improved employee experiences, a stronger competitive advantage, and reduced time expenditures. However, challenges persist, including concerns related to data privacy and security, the quality, integrity, and accuracy of data, a lack of data literacy and skills among employees, and inadequate technological infrastructure. To address data security concerns, HR technology providers must adopt robust security measures, including encryption, firewalls, and intrusion detection systems. Additionally, they should develop user-friendly data management systems and analytical tools that enable HR professionals to derive valuable insights from the data effectively.

Human resource management (HRM) is a crucial component of an organization’s management and aims to enhance employee efficiency and an organization’s competitiveness. As organizations advance and grow, recruitment and selection decisions become more critical. The thinking of human resources practitioners and experts must be transformed to accommodate the current workplace. Practitioners and experts must ensure that qualified candidates are attracted to the organization at the right time to fill open positions. Traditional HRM methods are insufficient for the progressively more complicated HRM challenges. Recruitment and selection, as one HRM component, is a process with numerous challenges. This study examines how the use of AI technologies can assist in mitigating recruitment and selection challenges. Using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and soliciting data from databases such as Web of Science, Google Scholar, and Science Direct, a systematic literature review analysis was conducted to investigate the human resources challenges in recruitment and selection and explore how AI can moderate these challenges. The analysis indicated several challenges, including high costs, bribery and corruption, political interference, inadequate job descriptions, nepotism and favoritism, and lengthy recruitment and selection processes. Recommendations of the study suggest that the accuracy and efficiency of recruitment and selection can be enhanced by involving AI technologies, which can assist in lowering the risks and expenses associated with recruitment and selection.

The swift advancement of emerging technologies has profoundly changed the workplace, especially within human resource management (HRM) practices and applications. Innovations such as data analytics, artificial intelligence (AI), and employee self-service (ESS) systems are pivotal to this transformation. While these technologies offer considerable advantages, they also present challenges that organizations need to address for effective integration into their operations. This study aims to examine the impact of emerging technologies on the performance and engagement of HR professionals, drawing on existing research. To achieve this, a comprehensive literature review was conducted. The findings indicate that emerging technologies have significantly transformed the workplace and human resource management, enhancing engagement within these areas. Furthermore, their implementation has notably advanced the modern workplace and the HR profession. Despite these benefits, challenges such as job security, potential skill displacement, and concerns about skill replacement exist. However, the research suggests that these challenges can be mitigated through the implementation of training programs, leadership endorsement initiatives, and technical support. The theoretical implications of these findings contribute valuable insights regarding the role of emerging technologies in HRM practices. Practically, the findings provide a framework for managers and organizational stakeholders to effectively leverage emerging technologies in human resource management applications.