The contribution of the digital transformation of the human resources function to organisational performance

Abstract

Digital transformation has become an essential lever for improving organisational performance, particularly within the Human Resources Function (HRF). The aim of this article is to analyse the contribution of digital transformation of the HR function to organisational performance, by highlighting the mechanisms by which it influences operational efficiency, employee commitment and strategic decision-making.

To do this, we carried out a state of the art by exploring the existing literature on the subject. This literature review enabled us to summarise the main theories and empirical studies relating to the impact of digital technologies on HRF and organisational performance. In particular, we examined older theories that focused on the automation of administrative tasks, as well as recent theories that emphasise the strategic role of the HRF in digital transformation.

The results of our analysis reveal that the integration of advanced technologies such as artificial intelligence, big data and HR information systems is profoundly transforming HRM. Not only can it automate repetitive processes, improving operational efficiency, but it can also increase employee engagement through innovative communication and collaboration tools. What's more, the use of big data and predictive analysis provides HR management with valuable insights for more strategic talent management.

In addition, digital transformation fosters greater coherence between technology and the organisation, known as ‘organisational fit’. This coherence is essential to maximise the benefits of digital technologies and improve the overall performance of the organisation.

Our study underlines that the digital transformation of the HRF is a driver of innovation and organisational performance. It has a positive influence on operational efficiency, employee commitment and the quality of strategic decisions. This research highlights the importance of a strategic alignment between technology and the organisation, and invites organisations to consider the digital transformation of the HRF as a key lever for their development.

In conclusion, this article is structured as follows: in the first part, we will present a literature review on the coherence between technology and the organisation, focusing on the concept of organisational ‘fit’. The second part will be devoted to the analysis of the relationship between technology, organisational fit and performance, based on relevant theoretical models. Finally, we present our conceptual model and conclude by discussing the practical implications of our findings and prospects for future research.

Key words: digital transformation, Human Resources function, organisational performance

JEL.Classification : M14, O35, Q56

Paper type : Theorical researche