Arghya Goswami, UR23013

Review of Literature:
This review of literature highlights the key findings and perspectives from six
research papers on the implications of artificial intelligence (AI) and big data in various
contexts, particularly focusing on human rights, social and ethical impact assessments, human
resources management, and performance management systems. AI and Big Data: A Blueprint
for a Human Right, Social and Ethical Impact Assessment by Alessandro Mantelero (2018)
introduces the Human Rights, Ethical, and Social Impact Assessment (HRESIA) model,
emphasizing the need for a values-oriented approach in data use assessment. This paper
discusses the tension between the demand for ethically oriented data use and the lack of
regulatory frameworks, suggesting a broader view of data protection impact assessments. Big
Data and Human Resources Management: The Rise of Talent Analytics by Nocker, M., &
Sena, V. (2019) highlights the benefits and challenges of using big data and talent analytics in
HR management. It highlights the importance of informed consent, data protection, and links
between individual performance and business outcomes, offering insights into enhancing HR
functions through data analytics. Corporate Attitudes towards Big Data and Its Impact on
Performance Management: A Qualitative Study by Pugna, I. B., Duțescu, A., & Stănilă, O. G.
(2019) explores corporate perceptions of big data and business analytics within performance
management, highlighting the awareness, challenges, and varying attitudes towards data in
decision-making processes. The study provides a conceptual model based on qualitative
research, offering insights into integrating BD&BA in organizations. In Artificial Intelligence
in Human Resources Management: Challenges and a Path Forward, Tambe, P., Cappelli, P., &
Yakubovich, V. (2019), the authors address the difficulties in applying AI to HR procedures,
emphasizing the need for data science and HR cooperation, algorithmic management's ethical
implications, and decision-making under uncertainty. In Bankins, S. (2021), The Ethical Use
of Artificial Intelligence in Human Resource Management: A Decision-Making methodology,
a thorough methodology for assessing the moral dilemmas associated with incorporating AI
and big data into performance management systems is provided. It places a strong emphasis
on ethical task-technology fit, corporate governance, and the value of human supervision in
averting unethical results. Artificial Intelligence and People Management: A Critical
Assessment Through the Ethical Lens by Varma, A., Dawkins, C., & Chaudhuri, K. (2023)
delves into the ethical and social implications of AI in performance management, discussing
the potential for AI system abuse, the importance of transparency, fairness, and the impact on
worker dignity and trust. Together, these papers highlight the necessity of ethics, regulatory
innovation, and a human-centric approach in harnessing the power of AI and big data within
the realms of HR and beyond, advocating for frameworks that prioritize fundamental rights,
transparency, and organizational ethics.
Hypothesis:
Hypothesis 1: The deployment of AI in the workplace can have negative implications for the
experience of meaningful human work.
Hypothesis 2: Organizations that prioritize ethical considerations in AI and big data usage in
performance management demonstrate better organizational performance.