How to support the implementation of Smart Human Resources 4.0 at the enterprise level - the role of leadership and organizational structure

Abstract

Purpose: This study examines the role of leadership styles and changes in organizational structure within the implementation of Smart Human Resources 4.0 (SHR4.0) as a result of introducing the Industry 4.0 concept. The aim is to examine the role of leadership styles and organizational structure in the success of the Smart Human Resources 4.0 implementation. 

Study design/methodology/approach: A questionnaire survey among top managers of companies operating in Slovakia was used to collect data. The PLS-SEM method was used to test the theoretical research model and proposed hypotheses using SmartPLS 3.0 software. 

Findings/conclusions: The findings indicate a statistically significant relationship between Industry 4.0 technology solutions and the implementation of Smart Human Resources 4.0 at the enterprise level, which can be strengthened by the inclusion of mediating variables. The two mediating variables of leadership style and organizational structure changes, independently enhance the overall effect, but their joint mediating effect is of substantial importance. Leadership style plays a significant role, with organizational structure being a supporting element in the investigated relationship.  

Originality/value: Based on the findings, technology solutions need to be aligned with the human resource development system and supervisors behavior in the new digital culture. In addition to focusing on HR processes, it demonstrates that SHR4.0 transformation process requires capable leaders and a redesign of structures and processes to enable the use of technology. 

Limitations and future research: Despite the originality of our findings, we acknowledge the limitations of this study, namely its regional focus (on a single country) and the homogeneity of the industry sample. Future research should delve deeper into  advanced talent management,  workforce planning, and well-being strategies across industries, which are most affected by smart HR 4.0.