HRM, Artificial Intelligence and the Future of Work

Olatunji David Adekoya is a Senior Lecturer at the College of Business, Technology and Engineering, Sheffield Hallam University, UK. His research examines HRM in African countries, with a strong focus on work-life balance, organisational and employee flexibility, employee wellbeing and employment relations. He has published widely in books and academic journals. He has contributed to four books published in Palgrave Macmillan.Chima Mordi is a Reader/Associate Professor in the College of Business, Arts and Social Sciences at Brunel University, UK. His research examines international business in emerging and developing markets, including the state of labour relations, comparative HRM in Africa, Asia and Middle Eastern countries, employer’s flexibility, the regulation of workloads in large firms, and work-life balance of white collar-workers. He has contributed to over five books published in Palgrave Macmillan.Hakeem Adeniyi Ajonbadi is an AssociateProfessor and expert in International Human Resource Management and Organisational Development at the University of Doha for Science and Technology, Qatar. He has previously taught in Nigeria, Belgium, the UK, and the UAE. He has a background in Economics and Law and holds a master’s degrees in different fields of Business Management and a PhD in Management from the University of Wales, UK. He is a resilient and curious researcher who has authored four books, co-edited four books and published over sixty articles in peer-reviewed journals on various aspects of HRM and Entrepreneurship. He has contributed to four books published in Palgrave Macmillan.

• Introduction.- Chapter 1: The Transformative Landscape of HRM and Artificial Intelligence in the Global South: Advancing Towards the Future of Work.- Part One: The Asian and Middle Eastern Context.- Chapter 2: The Role of Artificial Intelligence in Transforming Human Resource Management in the Middle East.- Chapter 3: Friends or Foes? The Dynamics of Artificial Intelligence and Robotics in Managing People at Work: The Indian Experience.- Chapter 4: Pushing Beyond Limit: Has Gig Work Exacerbated Precarious and Psychological Contracts in China?.- Chapter 5: Megatrends and the Future of Work: Unlocking Management Strategies and HR Models in Digitalising the United Arab Emirates.- Chapter 6: HRM and Digital Leadership: Exploring the Mediating Role of Digital Talent and Digital Culture in Driving Innovative Performance in Saudi Arabia’s Tourism and Hospitality Industry.- Chapter 7: The Dynamics of Gig Work in Malaysia Through the Lens of AMO Theory.- Chapter 8:  Before It Goes South – The Ethical Dilemma of Artificial Intelligence in Human Resource Management: The Bangladesh Workplace Experience.- Part Two: The South and North American Context.- Chapter 9: Strategic Human Resources Management and Artificial Intelligence: A practice-oriented forecast with an emphasis on the Brazilian context.- Chapter 10: Unlocking the Potential of HR Analytics in Mexican Organisations: An Analysis of Challenges and Opportunities.- Part Three: The African Context Chapter 11: Human Resource Management and Online Gig Work in Sub-Saharan Africa.- Chapter 12: Artificial Intelligence and Human Resource Management in Higher Education Institutions in Cameroon.- Chapter 13: AI and HRM in Tourism and Hospitality in Egypt: Inevitability, Impact and Future.- Chapter 14: Tell-Tall Signs of Voice and Exit’s Hirschman Theory in this Digital Age: Analysis of the Zimbabwean Healthcare Sector.- Chapter 15: The Responsible Use of Artificial Intelligence in Managing Employees: Ethical Considerations for Human Resources in South Africa.- Chapter 16: A Dystopian or Utopian Tale? The Challenges and Opportunities of AI-Powered Workplace in the Nigerian Gig Economy.- Conclusion.- Chapter 17: Implications of Artificial Intelligence and HRM for the Future of Work in the Global South.