Revolutionizing Human Resource Management: The Transformative Impact of Artificial Intelligence (AI) Applications


  • Rizwan Khan PhD Human Resource Management, Air University School of Management, Islamabad, Pakistan
  • Altaf Hussain Director Karachi Institute of Management Sciences and Ph.D. Scholar Department of Education Iqra University Karachi
  • Sharjeel Ahmad Visiting Faculty Bahria University, Karachi



Artificial Intelligence (AI), Human Resource Management (HRM), Recruitment


Globalization has increased technology worldwide, forcing organizations to stay competitive. HRM has become increasingly important, especially in attracting new talent with valuable skills and knowledge. Technological advances can optimize human-dependent tasks. Thus, evaluating and analyzing how technology may affect Human Resource Management (HRM), particularly recruitment, is crucial. This study examines how technology advances, particularly in AI, affect recruitment. This study examines how artificial intelligence (AI) could improve recruitment. This study also examines the possible effects of integrating artificial intelligence (AI) into recruitment and identifies suitable implementation areas. This qualitative study used semi-structured interviews to acquire data. Eight multinational firms from various regions participated in this study. This study uses interpretivism, an inductive research philosophy. According to the research, only a few companies have fully integrated AI into their recruitment processes. Pre-selection, candidate communication, and application feedback are the best aspects of traditional recruiting for AI integration. AI's main benefits were greater efficiency and quality of work, especially in eliminating repetitive and tedious tasks. The biggest challenge was organizations' readiness to adopt and integrate new technology.




How to Cite

Rizwan Khan, Altaf Hussain, & Sharjeel Ahmad. (2023). Revolutionizing Human Resource Management: The Transformative Impact of Artificial Intelligence (AI) Applications. International Journal of Social Science & Entrepreneurship, 3(4), 306–326.