A QUALİTATİVE STUDY ON THE CHANGES İN HUMAN RESOURCES MANAGEMENT FUNCTİONS DURİNG THE INDUSTRY 4.0 PROCESS

Ahmet Sarnıç; Hatice Özutku

Article Details

A QUALİTATİVE STUDY ON THE CHANGES İN HUMAN RESOURCES MANAGEMENT FUNCTİONS DURİNG THE INDUSTRY 4.0 PROCESS

Authors:

Ahmet Sarnıç | Hatice Özutku

Publisher:

Çanakkale Onsekiz Mart University

Main Topics:

Yönetim ve Organizasyon Eğitimi | Strateji | Yönetim ve Örgütsel Davranış (Diğer)

Journal:

Yönetim Bilimleri Dergisi Vol.23 Issue 55, pp.535-566

Document Type:

Article

Publication Date:

1/2025

Document Language:

Turkish

Document ID (Org No.):

2001339687

pISSN:

1304-5318

Keywords:

Abstract:

 This study examines the transformation of Human Resource Management HRM functions within the framework of Industry 4.0 through a qualitative approach. To understand the impact of digitalization and automation on HRM processes, the research was designed using the phenomenological method and conducted in four different companies operating in the manufacturing, apparel, automotive, and food industries. Data were collected through semi-structured face-to-face and online interviews, revealing that Industry 4.0 technologies have brought significant innovations to core HRM functions such as recruitment, training, and performance management. Technologies such as artificial intelligence, big data analytics, and automation have replaced traditional practices with more flexible, dynamic, and efficiency-oriented processes. Employees digital competencies have become a priority in this transformation, forming the basis of HRM policies in organizations. The findings indicate that Industry 4.0 has driven companies to adopt more organic and flexible organizational structures that provide a work environment capable of quickly adapting to changing conditions and enhancing employee productivity. Moreover, digitalization has become an indispensable necessity across all HR systems in organizations. Traditional manual workflows in production processes have been replaced by digital tablets and other technological tools. This rapid adoption of technological innovations has not only necessitated new training requirements for employees but also highlighted challenges for certain demographics, particularly middle-aged and older employees, who face difficulties adapting to these changes. These challenges can slow down business processes and reduce operational efficiency. Additionally, the digital transformation process can create uncertainty and anxiety among employees, requiring HRM leaders to develop strategies to address these concerns and manage the transformation effectively. In conclusion, Industry 4.0 has transformed HRM functions from a purely operational structure into a strategic role, enabling businesses to enhance their competitive advantage and achieve sustainable success. By evaluating the impact of digital transformation on HRM from a broad perspective, this study emphasizes the significant implications of these changes for both employees and organizations.

 This study examines the transformation of Human Resource Management HRM functions within the framework of Industry 4.0 through a qualitative approach. To understand the impact of digitalization and automation on HRM processes, the research was designed using the phenomenological method and conducted in four different companies operating in the manufacturing, apparel, automotive, and food industries. Data were collected through semi-structured face-to-face and online interviews, revealing that Industry 4.0 technologies have brought significant innovations to core HRM functions such as recruitment, training, and performance management. Technologies such as artificial intelligence, big data analytics, and automation have replaced traditional practices with more flexible, dynamic, and efficiency-oriented processes. Employees digital competencies have become a priority in this transformation, forming the basis of HRM policies in organizations. The findings indicate that Industry 4.0 has driven companies to adopt more organic and flexible organizational structures that provide a work environment capable of quickly adapting to changing conditions and enhancing employee productivity. Moreover, digitalization has become an indispensable necessity across all HR systems in organizations. Traditional manual workflows in production processes have been replaced by digital tablets and other technological tools. This rapid adoption of technological innovations has not only necessitated new training requirements for employees but also highlighted challenges for certain demographics, particularly middle-aged and older employees, who face difficulties adapting to these changes. These challenges can slow down business processes and reduce operational efficiency. Additionally, the digital transformation process can create uncertainty and anxiety among employees, requiring HRM leaders to develop strategies to address these concerns and manage the transformation effectively. In conclusion, Industry 4.0 has transformed HRM functions from a purely operational structure into a strategic role, enabling businesses to enhance their competitive advantage and achieve sustainable success. By evaluating the impact of digital transformation on HRM from a broad perspective, this study emphasizes the significant implications of these changes for both employees and organizations.

 This study examines the transformation of Human Resource Management HRM functions within the framework of Industry 4.0 through a qualitative approach. To understand the impact of digitalization and automation on HRM processes, the research was designed using the phenomenological method and conducted in four different companies operating in the manufacturing, apparel, automotive, and food industries. Data were collected through semi-structured face-to-face and online interviews, revealing that Industry 4.0 technologies have brought significant innovations to core HRM functions such as recruitment, training, and performance management. Technologies such as artificial intelligence, big data analytics, and automation have replaced traditional practices with more flexible, dynamic, and efficiency-oriented processes. Employees digital competencies have become a priority in this transformation, forming the basis of HRM policies in organizations. The findings indicate that Industry 4.0 has driven companies to adopt more organic and flexible organizational structures that provide a work environment capable of quickly adapting to changing conditions and enhancing employee productivity. Moreover, digitalization has become an indispensable necessity across all HR systems in organizations. Traditional manual workflows in production processes have been replaced by digital tablets and other technological tools. This rapid adoption of technological innovations has not only necessitated new training requirements for employees but also highlighted challenges for certain demographics, particularly middle-aged and older employees, who face difficulties adapting to these changes. These challenges can slow down business processes and reduce operational efficiency. Additionally, the digital transformation process can create uncertainty and anxiety among employees, requiring HRM leaders to develop strategies to address these concerns and manage the transformation effectively. In conclusion, Industry 4.0 has transformed HRM functions from a purely operational structure into a strategic role, enabling businesses to enhance their competitive advantage and achieve sustainable success. By evaluating the impact of digital transformation on HRM from a broad perspective, this study emphasizes the significant implications of these changes for both employees and organizations.

 Bu araştırma, Endüstri 4.0 sürecinin İnsan Kaynakları Yönetimi İKY uygulamalarında dönüşümünü nitel bir yaklaşımla ele almıştır. Dijitalleşme ve otomasyonun İKY süreçleri üzerindeki etkisini anlamak amacıyla, fenomenoloji deseni çerçevesinde yapılandırılan çalışmada, imalat, hazır giyim, otomotiv ve gıda sektörlerinde faaliyet gösteren dört farklı işletmede derinlemesine analizler gerçekleştirilmiştir. Veriler, yarı yapılandırılmış yüz yüze ve çevrimiçi görüşmeler yoluyla toplanmış ve Endüstri 4.0 teknolojilerinin işletmelerde işe alım, eğitim ve performans yönetimi gibi temel İKY uygulamalarında önemli yeniliklere yol açtığı görülmüştür. Özellikle yapay zekâ, büyük veri analitiği ve otomasyon gibi teknolojiler, geleneksel uygulamaların yerini daha esnek, dinamik ve verim odaklı süreçlere bırakmıştır. Çalışanların dijital yetkinlikleri, bu süreçte öncelikli bir konu haline gelmiş ve işletmelerin İKY politikalarının temelini oluşturmuştur. Araştırmanın bulguları, Endüstri 4.0ın etkisiyle işletmelerin organik ve esnek organizasyon yapıları benimsemeye yöneldiğini ortaya koymaktadır. Bu yapılar, değişen koşullara hızlı uyum sağlayabilen ve çalışan verimliliğini artıran bir iş ortamı sunmaktadır. Ayrıca, günümüzde, örgütlerde İKY uygulamalarının tümünde dijitalleşme kaçınılmaz bir gereklilik haline gelmiştir. Geleneksel üretim süreçlerindeki manuel iş akış formlarının yerini dijital tabletler ve diğer teknolojik araçlar almıştır. Bu durum, işletmelerdeki teknolojik yeniliklerin hızla benimsenmesini zorunlu kılarken, aynı zamanda çalışanlar için yeni eğitim gereksinimlerini de beraberinde getirmiştir. Araştırmaya konu olan işletmelerde, özellikle orta yaş ve üzeri çalışanların bu yeniliklere adaptasyonda güçlük çektiği ve teknoloji kullanımında zorluklar yaşadığı tespit edilmiştir. Bu durum, iş süreçlerinin yavaşlamasına ve operasyonel verimliliğin düşmesine yol açmaktadır Ancak, dijital dönüşüm süreci, bazı çalışanlarda belirsizlik ve endişeye neden olabilmesinin yanı sıra, İKY yöneticilerinin çalışanların kaygılarını giderecek yeni stratejiler geliştirmesini ve dijital dönüşüm süreçlerini etkili bir şekilde yönetmesini gerektirmektedir. Sonuç olarak, Endüstri 4.0, İKY uygulamalarının yalnızca operasyonel bir yapıdan çıkıp stratejik bir role dönüşmesine neden olmuştur. Bu süreç, işletmelerin rekabet avantajını artırarak sürdürülebilir bir başarıya ulaşmasını sağlamaktadır. Çalışma, dijital dönüşüm sürecinin İKY üzerindeki etkilerini geniş bir perspektiften değerlendirerek, bu değişimlerin hem çalışanlar hem de işletmeler açısından önemli sonuçlar doğurduğunu vurgulamaktadır.

Article Details

A QUALİTATİVE STUDY ON THE CHANGES İN HUMAN RESOURCES MANAGEMENT FUNCTİONS DURİNG THE INDUSTRY 4.0 PROCESS

Authors:

Ahmet Sarnıç | Hatice Özutku

Publisher:

Çanakkale Onsekiz Mart University

Main Topics:

Yönetim ve Organizasyon Eğitimi | Strateji | Yönetim ve Örgütsel Davranış (Diğer)

Journal:

Yönetim Bilimleri Dergisi Vol.23 Issue 55, pp.535-566

Document Type:

Article

Publication Date:

1/2025

Document Language:

Turkish

Document ID (Org No.):

2001339687

pISSN:

1304-5318

Industry 4.0

Human Resources Management

Digital Transformation

Digitalization

Technology.Endüstri 4.0

İnsan Kaynakları Yönetimi

Dijital Dönüşüm

Dijitalleşme

Teknoloji.

Issues

Article Details

Authors: Ahmet Sarnıç | Hatice Özutku

Publisher: Çanakkale Onsekiz Mart University

Main Topics: Yönetim ve Organizasyon Eğitimi | Strateji | Yönetim ve Örgütsel Davranış (Diğer)

Journal: Yönetim Bilimleri Dergisi Vol.23 Issue 55, pp.535-566

Document Type: Article

Publication Date: 1/2025

Document Language: Turkish

Document ID (Org No.): 2001339687

pISSN: 1304-5318

Issues

Authors:

Ahmet Sarnıç | Hatice Özutku

Publisher:

Çanakkale Onsekiz Mart University

Main Topics:

Yönetim ve Organizasyon Eğitimi | Strateji | Yönetim ve Örgütsel Davranış (Diğer)

Journal:

Yönetim Bilimleri Dergisi Vol.23 Issue 55, pp.535-566

Document Type:

Article

Publication Date:

1/2025

Document Language:

Turkish

Document ID (Org No.):

2001339687

pISSN:

1304-5318