Vernika Agarwal (Amity International Business School, Amity University, Noida, India) Kaliyan Mathiyazhagan (Operations and Quantitative Methods, Thiagarajar School of Management, Madurai, India) Snigdha Malhotra (Amity International Business School, Amity University, Noida, India) Tarik Saikouk (Excelia Business School, CERIIM, La Rochelle, France)
Sustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative. The authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology. The performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0. This work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society. Sustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands. Agarwal, V., Mathiyazhagan, K., Malhotra, S. and Saikouk, T. (2022), "Analysis of challenges in sustainable human resource management due to disruptions by Industry 4.0: an emerging economy perspective", International Journal of Manpower, Vol. 43 No. 2, pp. 513-541. https://doi.org/10.1108/IJM-03-2021-0192 Emerald Publishing Limited Copyright © 2021, Emerald Publishing Limited
The Institute of Human Resource (HR) Management, the professional body for HR practitioners in Kenya, recently invited me to speak during their 22nd annual national conference. The HR professionals wanted to understand sustainability and how it touches on their work. This presented an interesting opportunity for me to get into meaningful dialogue about the ‘people’ aspect of sustainability strategy with those who understand this most. We began our conversation by simply defining Sustainability and distinguishing it from Corporate Social Responsibility (CSR). Sustainability is the process of maintaining a balance between environmental (planet), social (people), and economic (profit) demands as part of the business strategy. CSR is more concerned with philanthropy and community relations. Sustainability is the challenge of our lifetime! The statistics are daunting – we need 1.7 Earths to meet our needs (Global Footprint Network), around 168 million children are engaged in child labor (UNICEF), the amount of solid waste generated globally is approximately 6 million tons per day (World Bank) and 1 in 9 people in the world today lack access to safe drinking water. One statistic that caught our attention is Kenya has been ranked eighth globally among countries with the largest number of people living in extreme poverty (World Poverty Clock). Yet, according to a Business Daily report, Kenya also created 180 new dollar millionaires in 2017. This income inequality makes the social and economic framework of the country unsustainable. Becoming more sustainable for people and organizations is a necessity. Our survival and prosperity depend on changing our current trajectory. The business has the largest impact. However, sustainability is not just important for multinational enterprises but for all organizations, whatever their size. Sustainability reporting helps all organizations to set targets, plan how to achieve them, and monitor (and report) on progress. For HR this means reporting on issues to do with human rights legislation as it applies to practices of employment such as the employee act, labor relations, employment equity, skills development, occupational health and safety, grievance procedures, and affirmative action. Sustainability requires employers to conduct an analysis of employment policies, practices, procedures, and the working environment HR professionals therefore can play a significant role in promoting sustainability in their companies by incorporating sustainability education in the employee training process, involving employees in workplace initiatives such as recycling, energy efficiency, and reducing waste. 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