RESEARCH

METHODOLOGY
Paper Critique

WAN MUHAMMAD DANIAL

The article presents the research questions as follows:

RQ1: What is the possible influence of artificial intelligence (AI) on human resource management
(HRM) in effectively addressing the requirements of Industry 4.0?

RQ2: How effectively can AI contribute to the sustainability of HRM functions in Industry 4.0?

These study concerns are intriguing and pertinent in the present setting of Industry 4.0. It is crucial
for efficient and successful administration of human resources that organisations comprehend the
impact of AI on HRM functions as they incorporate additional AI technology. The questions pertain
to the present trends and the long-term viability of AI applications in HRM, which are of utmost
importance for the future of HR practices.

It is worthwhile to explore these inquiries as artificial intelligence (AI) holds the capability to
transform HR operations through enhanced efficiency, precision, and decision-making. Examining
the compatibility of AI with the requirements of Industry 4.0 and its potential to promote
sustainability in HRM can offer valuable insights into how organisations might utilise AI to improve
their HR practices and overall organisational performance.

The literature review supports the study objectives by presenting data and perspectives on how AI
might potentially affect many areas of HRM, including recruiting, talent management, learning and
development, performance management, workplace safety, and organisational design. The text
explores the present patterns and uses of artificial intelligence in human resources, which are in line
with the study inquiries. In addition, the literature review recognises the advantages and difficulties
of incorporating artificial intelligence (AI) in human resource management (HRM), therefore
emphasising the importance of doing research on the long-term viability and influence of AI in HRM
operations within the context of Industry 4.0.

The article allows for the formulation of the following hypotheses:

Hypothesis 1: The utilisation of AI in HRM substantially improves the efficiency and efficacy of
HR activities in meeting the requirements of Industry 4.0.
Hypothesis 2: The integration of AI applications in HRM positively enhances the sustainability of
HRM operations in Industry 4.0 by optimising employee productivity, health and safety, payroll
processing, and real-time feedback.

These hypotheses are consistent with the research questions specified in the article. The study
inquiries centre around comprehending the influence of artificial intelligence (AI) in human resource
management (HRM) within the framework of Industry 4.0, as well as evaluating the capacity of AI
to enhance the sustainability of HRM functions. Both hypotheses specifically focus on these areas,
examining the possible advantages of AI in HR practices and its impact on organisational agility and
performance.

The assumptions are explicitly articulated, offering a concentrated method to investigating the impact
of AI applications in HRM on essential functions and practices. Their objective is to investigate the
potential of AI in transforming HR processes and facilitating organisations to successfully adjust and
respond to the challenges and requirements of Industry 4.0.

The literature study provides ample evidence to support these ideas, demonstrating the potential
influence of AI in multiple HRM domains, including recruiting, employee engagement, learning and
development, performance management, and workplace safety. The literature review corroborates
the idea that AI has the potential to revolutionise HR services and enhance efficiency, precision, and
decision-making, which is consistent with the main focus of the hypotheses.

In summary, the hypotheses presented offer a well-defined structure for examining the impact of AI
on HRM functions in Industry 4.0 and the potential for AI to enhance sustainability and agility in HR
practices. They provide a purposeful path for investigating the capabilities of AI in HR and its
consequences for the achievement of organisational goals.

Describe the sample. Is sample appropriate for hypotheses? Generalizability?

271 HR professionals from the manufacturing, administration, and information technology (IT)
sectors make up the sample that is discussed in the article. These HR specialists are from
Bengaluru and Chennai, two significant Indian cities with a wide range of industries. A multi-stage
sampling technique was used to choose the sample, which involved choosing the respondents from
those firms, ranking the firms in each sector, and choosing the geographical areas. A total of 271 of
the 360 questionnaires that were sent were eligible for analysis due to the 75% response rate.
Appropriateness for Hypotheses: Given that the sample consists of HR experts who are probably
acquainted with AI applications in HRM, it is suitable for the hypotheses. A wide range of
viewpoints and experiences with AI in HR practices can be captured by the study because it
focuses on HR specialists from different industries (IT, Manufacturing, and Administration). This
broad sample supports the research questions and hypotheses by enabling a thorough examination
of the possible effects of AI on HRM in Industry 4.0.

Generalizability: The study's generalizability may be somewhat constrained by its focus on two
particular Indian cities, despite the sample's diversity in terms of the industries represented and the
positions played by the HR professionals. Despite being significant corporate centres, Bengaluru
and Chennai, the results could not accurately reflect HR practices in other parts of India or in other
nations with dissimilar cultural, technological, and economic circumstances.

Nonetheless, the breadth and cross-sector diversity of the sample do offer a credible basis for
inferences on the effect of AI on HRM in Industry 4.0. Results are even more reliable when a
structured questionnaire and thorough statistical analysis are used. However, care should be taken
when extrapolating the results outside of the study's particular sample and environment.

Future studies could include HR professionals from a wider range of businesses and geographical
areas in the sample to increase generalizability. This would increase the external validity of the
results and offer a more thorough grasp of how AI affects HRM in various circumstances.

How was the sample sampled? What kind of sampling was used (e.g., random, convenience).
Is this the most appropriate approach given the hypotheses and the design?

The article explains how data from a sample of 271 human resource (HR) professionals working in
the manufacturing, information technology (IT), and service sectors in Chennai and Bengaluru,
India, were gathered using a multi-stage sampling technique. There were multiple steps in the
multi-stage sampling approach:

Geographical Focus: Chennai and Bengaluru, two significant Indian cities, were initially chosen as
the study's geographic focal points. These cities were picked because they are important centres of
commerce and technology, encompassing a range of industry kinds.
Firms in Each Sector Were Ranked: In the second phase, companies in the IT, manufacturing, and
service sectors were ranked according to a set of standards, which may include things like size,
reputation, or industry influence.

Respondent Selection: During the last phase, participants were chosen from the listed companies.
Out of the 360 questionnaires that were delivered, 271 were found to be appropriate for analysis
upon further examination, resulting in a 75% response rate.
Selecting a representative and diverse sample can be done in a methodical and controlled way by
using a multi-stage sampling process. The study guarantees the collection of a wide range of
viewpoints and experiences with AI in HRM by selecting a variety of industry sectors and focusing
on HR experts from several organisations within each sector.

Suitability In light of the Theories and Design:

In light of the study's design and hypotheses, the multi-stage sampling strategy makes sense.
Examining the possible effects of AI on HRM in Industry 4.0 requires focusing on distinct industry
sectors because this approach offers a thorough understanding of the impact of AI on HRM
practices in a variety of scenarios (RQ1). Furthermore, data on various HR practices and the
advantages and disadvantages of AI digitization in HR can be gathered using this method (RO1 and
RO2).

However, because the study only focused on two Indian cities, there might be some restrictions on
how broadly it can be applied. Despite being important centres of business and technology,
Bengaluru and Chennai could not accurately reflect HR practices in other parts of India or in other
nations with dissimilar technological, cultural, and economic environments.

Future research should look into broadening the sample to include HR professionals from a wider
range of companies and geographical areas in order to improve generalizability. This would
increase the external validity of the results and offer a more thorough understanding of how AI
affects HRM practices in various circumstances.
Label design (e.g., post-test only with comparison group). s this a good design for testing
hypotheses? Any internal validity issues?
An approach that is cross-sectional and descriptive in nature is the study design that is presented in
this article. This kind of design entails gathering information from a sizable population at a certain
moment in time. The purpose of this study was to look into how artificial intelligence (AI) is affecting
the digitalization of human resources in Industry 4.0 and how it affects organisational network
analysis and design.

Advantages of the Design: Synopsis: The researchers are able to compile a comprehensive picture
of the state of AI in HR at the moment across numerous industries and companies by using a cross-
sectional approach.

Efficiency: The study is efficient in terms of time and resources because it gathers data all at once.

Diverse Sample: The study's sample was made up of HR experts from a range of industry sectors,
including manufacturing, services, and information technology.

Restrictions on the Design:

Absence of Causality: It is impossible to prove causality with a cross-sectional design. It is not

possible to verify that changes in one variable lead to changes in another, but it can detect correlations
and relationships.

Potential Biases: Due to the study's reliance on self-reported data and a structured questionnaire,
biases in response, such as self-selection and social desirability biases, are possible.

Single-Time Point: Data may not correctly reflect changes in the application and impact of AI in HR
over time because it is only collected once.

Problems with Internal Validity:

Selection Bias: The study's sample was selected based on industry sectors and particular geographic
regions (Chennai and Bengaluru), which could create selection bias.

Confounding Variables: The study may not fully account for the genuine benefits of AI on HR if
confounding variables (such as organisational culture and industry trends) are not controlled for.

Common Method Bias: Using Likert scales and a structured questionnaire may result in common
method bias, which could compromise the validity and reliability of the results.

Advice for Enhancement:

Longitudinal Study: By monitoring changes over time, a longitudinal design may be able to
demonstrate causation.

Randomised Controlled Trials: To more effectively isolate the impacts of AI on HR, experimental
designs involving random assignment to treatment and control groups are used.

Mixed-Methods Approach: Merging quantitative and qualitative data, such as interviews, can yield
deeper insights and validate conclusions.

To sum up, the cross-sectional strategy is suitable for giving a broad perspective of how AI is
affecting HR, but it might not be the ideal design for proving causation or testing theories. Additional
research utilising stronger designs to address the constraints and any problems with internal validity
would be beneficial for this study.

Describe the role of time in the study:

Because the study employed a cross-sectional research methodology, data was gathered all at once
as opposed to over the course of several measurement points. This method gives a quick overview of
how AI is now being used in HR procedures and how it affects several facets of HRM, including
payroll processing, employee comfort, productivity, health and safety, and real-time feedback.

Time's Function in the Study: One Time Point The study provides an immediate look at how AI is
being employed in HRM practices across all industries and sectors because data was gathered at a
specific moment in time. This method offers perceptions into the prevailing patterns and obstacles
encountered by HR specialists within the framework of Industry 4.0.

Absence of Longitudinal Data: The study fails to document the evolution of AI in HR practices
because it does not monitor changes over time. This restriction might make it more difficult to make
judgements regarding how AI will affect HRM functions in the long run.

Time's Effect on the Study:

Timing of Data Collection: The study's conclusions are based on the adoption and application of AI
in HR practices at that particular point in time, as data was only gathered once. This could be affected
by things like new developments in technology, the state of the economy, or changes in regulations.
Anticipated Changes: As technology develops and organisations get more experience with AI tools,
the influence of AI on HR practices is expected to change over time. Evaluating the mechanisms
behind these alterations and their long-term consequences is challenging due to a paucity of
longitudinal data.
Other Factors: External factors that impact AI adoption and utilisation in HR practices include
organisational strategies, changes in industry standards, and market dynamics. These factors may
potentially have an impact on the study. These variables could change over time and affect the results.
Advice for Enhancement:
Long-Term Research: Longitudinal research with several time points of measurement would yield
more thorough insights into the evolution of AI in HR practices and its long-term effects on
organisational outcomes.
Examining Time Intervals: Future studies should take into account suitable time intervals between
measurement points in order to record notable shifts in the adoption and application of AI in HR
procedures. This would give a better picture of how AI affects HRM operations over time.
External Factors: When analysing AI acceptance and utilisation in HR practices, researchers should
take into account external factors including economic situations, legislative changes, and
technological breakthroughs. This would provide the outcomes of the study a more nuanced
understanding and help contextualise the findings.

In conclusion, the study's cross-sectional approach limits its capacity to record changes over time,
even though it offers insightful information on the level of AI in HR practices today. To give a more
thorough picture of the long-term effects of AI on HR practices, future research should benefit from
longitudinal designs and the consideration of external factors.

Independent Variable (IV). Does this IV match the hypotheses? Is it the appropriate
construct?
In the provided article, the independent variables (IVs) are the five application areas of AI in human
resource management (HRM), which are:

Health and Safety Improvement: AI can help identify and prevent workplace hazards, monitor
employee health data, provide instant assistance through chatbots, and improve workplace
ergonomics.
Enhancing Employee Comfort: AI can optimize the workplace environment, personalize
recommendations for employee comfort, and identify potential sources of stress to improve employee
well-being.
Employee Productivity Measurement: AI can automate administrative tasks, measure productivity
in real-time, and provide objective assessments of employee performance.

Automating Payroll Processing: AI can calculate employee salaries, process time-off requests,
update employee information, and ensure compliance with payroll regulations.

Real-time Feedback: AI can provide real-time feedback on employee performance, customize

feedback based on individual needs, and improve the accuracy and timeliness of feedback.
These independent variables align with the research objectives outlined in the article. Specifically,
the research aims to explore the current trends of AI in HR practices, assess the impact of AI on HRM
to meet Industry 4.0 demands, and analyze the influence of AI on sustainability in Industry 4.0.

Appropriateness of the Independent Variables:

Relevance to Hypotheses: The independent variables are well-aligned with the research questions
and hypotheses of the study. The study examines the impact of AI in HRM in terms of various aspects
such as employee productivity, health and safety, payroll processing, employee comfort, and real-
time feedback.

Comprehensive Coverage: The IVs cover a broad range of HRM functions that can be influenced
by AI, providing a comprehensive view of AI's impact on HR practices.

Appropriate Constructs: The IVs are appropriate constructs for investigating the research
questions. They represent key areas where AI can significantly influence HRM, including aspects
such as operational efficiency, decision-making, and employee engagement.
Overall, the independent variables used in the study are well-chosen and appropriate for the research
objectives. They provide a comprehensive framework for examining the impact of AI on various HR
functions and its implications for organizational efficiency and effectiveness in Industry 4.0.
Describe how IV is measured/assessed.

The five areas in which artificial intelligence (AI) is applied in human resource management (HRM)
are the independent variables (IVs) in the given article:

1. Enhancement of Safety and Health

2. Improving Worker Comfort
3. Measurement of Employee Productivity
4. Payroll Processing Automation
5. Instantaneous Response

These IVs stand for important domains where AI can influence HR operations and enhance the
efficacy and efficiency of HR procedures.

Measurement and Evaluation of IVs: The effectiveness of AI in detecting and averting workplace
dangers, tracking employee health information, and enhancing workplace ergonomics are all
considered in the assessment of Health and Safety Improvement. Examining AI-powered solutions
that optimise work environments, customise employee experiences, and pinpoint stressors is how
Enhancing Employee Comfort is evaluated.
AI's capacity to automate administrative work, deliver real-time productivity feedback, and provide
objective performance evaluations is how employee productivity measurement is measured.
Examining AI-powered systems that compute wages and taxes, handle time-off requests, and keep
an eye on payroll compliance is one way to gauge the automation of payroll processing.
The assessment of AI's capacity to deliver prompt, impartial feedback on employee performance is
known as "real-time feedback."

Psychometric Properties of Measures: The study notes that in order to quantify the constructs
associated with the IVs, new scales were created based on pertinent literature.Confirmatory factor
analysis was used to examine these scales for several validity and reliability metrics (CFA).
The CFA results showed that the scales had good reliability and construct validity.
Validity and Trustworthiness:

Construct Validity: According to the study, the measures employed in the investigation showed
good construct validity, as evidenced by the composite reliability (CR) values showing high internal
consistency and being higher than the suggested threshold of 0.7.Good convergent validity is
suggested by Average Variance Extracted (AVE) values, which are higher than the suggested
threshold of 0.5.
Discriminant Validity: The measures also showed discriminant validity since, for every construct,
the Average Shared Value (ASV) and Maximum Shared Value (MSV) were lower than the AVE.

Reliability and Consistency:good internal consistency is indicated by Cronbach's alpha values

better than 0.8, which indicates good dependability of the measurements used in the study.
Consistency: To ensure the accuracy and consistency of the data gathered, the study employed
uniform metrics for each IV evaluation.

All things considered, the study's measurements seem to have sufficiently captured the relevant
constructs, yielding accurate and legitimate evaluations of the independent variables. The thorough
validity and reliability testing upholds the accuracy and coherence of the study's conclusions.

Dependent Variable (DV).

The study's dependent variables (DVs) are derived from many facets of Human Resource (HR)
agility. The study seeks to evaluate the influence of artificial intelligence (AI) on many aspects of
human resources (HR) practices, specifically within the framework of Industry 4.0.

Variables that are influenced or affected by other factors or variables.The digitalization of HR refers
to the degree to which the use of artificial intelligence (AI) helps to the digital transformation of HR
services, including recruitment, onboarding, performance management, and employee engagement.

Organisational Network Analysis (ONA): This variable assesses the extent to which AI-powered
systems automate and analyse data for ONA, enabling the identification of crucial influencers,
opinion leaders, and informal networks within an organisation.
Organisational Design: This variable quantifies the influence of AI on the examination of data
pertaining to the structure and arrangement of an organisation, including the capacity to scrutinise
work performance, competencies, and employee inclinations in order to pinpoint appropriate
individuals for particular positions.

Hypothesis Matching:
The study formulates assumptions that are grounded in the potential influence of artificial
intelligence (AI) on human resources (HR) practices within the context of Industry 4.0. The
dependent variables correspond to these hypotheses in the following manner:

The study investigates the potential of artificial intelligence (AI) to automate and digitise several
human resources (HR) tasks, including recruitment, onboarding, performance management, and
employee engagement. This supports the theory that AI has the potential to improve the productivity
and success of HR procedures.

Organisational Network Analysis (ONA) is a research project that explores how artificial intelligence
(AI) can assist in gathering and analysing data for ONA. This analysis can provide valuable
information on employee engagement, communication, and collaboration patterns. This supports the
premise that AI might offer useful insights to enhance organisational structures and communication.
The study examines the capacity of AI to analyse data pertaining to work performance, talents, and
preferences in order to facilitate organisational design and development. This supports the theory that
AI can aid in the development of organisational systems that are more versatile, adaptable, and
varied.

The dependent variables (DVs) are suitable constructs since they specifically target crucial elements
of HR procedures that can be enhanced through the implementation of artificial intelligence (AI).
Through evaluating the influence of AI on various domains, the research is capable of offering
valuable perspectives on how AI might enhance HR methodologies and enhance organisational
productivity.

The study use statistical analysis to investigate the connections between AI applications (independent
variables) and the dependent variables (DVs), enabling the testing of hypotheses and the examination
of potential linkages.
The validity and reliability of the constructs have been established by the assessment of the measures
utilised in the study, which include confirmatory factor analysis (CFA), composite reliability (CR),
and average variance extracted (AVE).
In general, the dependent variables align with the hypotheses and are suitable constructs for
evaluating the influence of artificial intelligence on human resources practices in the context of
Industry 4.0. The study examines the potential impact of AI on HR operations, namely in the areas
of digitising HR processes, organisational network analysis, and organisational design. It identifies
these as major areas where AI can lead to substantial enhancements and progress.

Describe how DV is measured/ assessed.

The dependent variables (DVs) in the study are evaluated in order to determine how AI applications
affect several facets of HR agility in the context of Industry 4.0. The study's three main DVs were
found to be:

HR function digitization: This variable evaluates how AI is affecting HR function transformation

and digitization, including hiring, onboarding, performance management, and employee
engagement. The study makes use of information gathered from surveys and structured
questionnaires given to HR experts across a range of sectors. The variable is measured by looking at
how AI helps to automate and streamline HR procedures.

Organisational Network Analysis (ONA): The effect of AI-powered systems on data gathering and
analysis for ONA is assessed by this variable. This entails identifying informal networks and
collaboration within the organisation by analysing employee surveys, social media data, and
communication patterns. This variable is measured by looking at how AI can be used to find
important opinion leaders, network inefficiencies, and influencers inside an organisation.
Organisational Design: This variable assesses the impact of AI on the examination of organisational
design-related data, including employee preferences, job performance, and skill levels. In order to
evaluate this variable, the research looks at how AI affects hiring and role-fitting decisions,
reorganising organisational hierarchies, and promoting inclusivity and diversity.
Methods of Assessment:
Data Collection: To gather information from HR professionals, the study employs structured
questionnaires with a Likert scale. The purpose of the questions is to evaluate how AI applications
affect the DVs.

Statistical Analysis: The Analysis of Moment Structures (AMOS) programme and the Statistical
Package for Social Sciences (SPSS) are used to analyse data. Structural Equation Modelling (SEM)
is used in the study to investigate the connections between the DVs and AI applications.

Confirmatory Factor Analysis (CFA): This research employs CFA to evaluate the reliability and
validity of the DV measures. High internal consistency and convergent validity are guaranteed by
computing average variance extracted (AVE) and composite reliability (CR) values.

Causal Connections: The study looks at the causal connections between AI applications and the
DVs, including how AI affects ONA, HR digitization, and organisational design.

In summary, the study evaluates the DVs by calculating how AI applications affect HR agility
through the use of statistical analysis, confirmatory factor analysis, and structured questionnaires.
The investigation sheds light on how AI influences HR procedures and how organisational efficacy
and efficiency are impacted. The study offers a thorough grasp of the implications of AI in HR
digitization and its possible advantages for businesses within the Industry 4.0 framework through
this assessment.

Other Variables

The impact of artificial intelligence (AI) on human resource management (HRM) in Industry 4.0 is
examined in this article. Numerous variable kinds, including independent, dependent, putative
mediating, and control factors, are analysed in this study.

The AI application areas in HR, such as improving employee comfort, measuring productivity,
automating payroll processing, and providing real-time feedback, make up the independent variables.
These are employed to assess the effects on organisational design, digitization, HR agility, and
organisational network analysis (ONA).
Among the dependent variables are:

HR Agility: HR departments' capacity to change with the times and meet evolving business and
technological demands.

Digitization of HR: The influence of AI on recruitment, onboarding, performance management, and

employee engagement.

Organisational Network Analysis (ONA): To find informal networks and collaboration within the
company, analysis of employee surveys, social media data, and communication patterns is performed.

Organisational Design: Determining how AI affects information about experience, abilities, and job
performance to find qualified applicants for positions.

Artificial intelligence (AI) applications may indirectly affect the dependent variables through other
factors like staff productivity and engagement, even though the study did not specifically include
mediating variables. In order to account for confounding effects, the study would also benefit from
include control factors such industry type, organisation size, and geography.

The study's variables are generally in line with its research objectives and assumptions, offering a
thorough analysis of the ways in which AI affects HR procedures and organisational success. More
moderating or intervening variables may provide more detailed understanding of the connections
between HRM results and AI applications.

Describe how other variables are measured/assessed. Do the measures capture the variable of
interest?

To ensure that the variables accurately represent the factors of interest, the study employs a variety
of methodologies for measuring and evaluating various variables. Among these techniques are:

Surveys: 360 HR experts from the IT, manufacturing, and service industries were given structured
questions with an emphasis on the newest developments in AI in HRM and how they relate to
industry 4.0. 271 legitimate responses were obtained out of them, giving researchers a good sample
of data to work with.

Likert scales: A five-point Likert scale was utilised in parts two and three of the questionnaire to
assess human resource agility and HR applications in AI. With this method, opinions on a wide range
of topics can be recorded, from strongly disagree to strongly agree, offering insights on attitudes and
viewpoints about the employment of AI.

Primary statistical analysis was conducted using the Statistical Package for Social Sciences (SPSS)
programme in this study. Confirmatory factor analysis (CFA), among other statistical methods, was
employed to evaluate the validity and reliability of the scales.

Structural Equation Modelling (SEM): To assess the correlations between independent and
dependent variables, the study used SEM with Analysis of Moment Structures (AMOS) software.
SEM makes it possible to comprehend how AI applications affect HR agility and other aspects.

Convergent and Discriminant Validity: Cronbach's alpha and composite reliability (CR) were used
to evaluate the study's reliability, while average variance extracted (AVE) was used to evaluate
convergent validity. The average shared value (ASV) and maximum shared value (MSV) were used
to evaluate discriminant validity.

These techniques guarantee that the research successfully records the relevant factors, offering a
thorough grasp of AI's influence on HR procedures and practices in Industry 4.0.

Describe in brief the kind of analyses used.

The report uses a variety of analysis to look into how AI is affecting Industry 4.0 processes and the
digitization of human resources. The presented hypotheses and the study strategy are suitable for
these analyses.

Descriptive Statistical Analysis: To compile and interpret the information gathered from the
questionnaires, the study makes use of descriptive statistics. This entails reviewing the respondents'
demographic profile and condensing their comments on the use of AI in HR.
Confirmatory factor analysis, or CFA, is a technique used to evaluate the reliability and validity
of the scales created to quantify the study model's constructs. The convergent validity and strong
internal consistency of the constructs are confirmed by the analysis.

The analysis of correlations between independent factors (AI applications in HR) and dependent
variables (HR agility aspects) is done through the use of structural equation modelling (SEM). This
approach is suitable for verifying the conceptual model and comprehending the ways in which AI
impacts various facets of HR procedures.

Path Analysis: Utilising SEM, path analysis assesses the causal connections between AI applications
and a range of HR outcomes, including organisational design, digitization, and organisational
network analysis. Path coefficients and significance thresholds shed light on the direction and
strength of these correlations.

Evaluation of Model Fit: To assess the fit of the suggested model, goodness-of-fit indices such
normed chi-square, RMR, AGFI, IFI, GFI, CFI, and RMSEA are computed. A good model fit is
shown by the majority of indices being within acceptable thresholds.

All in all, the analyses make logic and are suitable for the assumptions and research design. They
give a thorough method for comprehending how AI affects HR procedures and provide insightful
information to businesses looking to use AI to improve HR results.

Findings and Conclusions.

The report investigates how artificial intelligence (AI) is influencing Industry 4.0 HR practices and
digitalization. It looks at how AI applications affect payroll processes, employee comfort, health and
safety, staff productivity, and real-time feedback, among other HR-related issues. The impact of AI
on HR practices is examined in this study using a descriptive research design and a sample of 271
HR specialists from different industries.

The study's conclusions show that AI has a big impact on HR tasks and helps with organisational
agility and sustainable development. Improvements in health and safety were especially crucial since
AI systems are able to recognise and reduce workplace risks. The paper also emphasises how AI can
improve worker comfort and efficiency, handle payroll automatically, and offer real-time feedback.
These results provide insights into the potential of AI to change HR procedures and boost
organisational effectiveness, and they are in good agreement with the design and sample.

In order to address the findings' application, the study offers suggestions to businesses on how to
integrate AI into HR procedures. The study does, however, note significant limitations, such as the
novelty of AI adoption in HR and the restricted application of AI-based HR software in some areas,
such as India. Moreover, employment displacement from automation and the possibility of bias in
AI algorithms are highlighted as issues that businesses need to take into account.

Overall, the study's conclusions and findings are consistent with its design and sample, offering
insightful information about how AI is affecting HR procedures and activities. The report makes
recommendations for future research and emphasises the significance of striking a balance between
the advantages of AI and the requirement for moral and just hiring procedures.
Reference

A study of Artificial Intelligence impacts on Human Resource Digitalization in Industry 4.0.

https://www.sciencedirect.com/science/article/pii/S2772662223000899 . By Umasankar Murugesan,
Padmavathy Subramanian, Shefali Srivastava, Ashish Dwivedi