Advances in Consumer Research
Issue 3 : 810-815
Original Article
Evaluating AI driven HRM practices in Indian Organisation: Efficiency Retention and Fairness Perspectives
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1
Assistant Professor, Department of BBA,Dayananda Sagar College of Arts Science and Commerce
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Assistant professor, Department of Commerce and Management,Dayanand Sagar Business Academy, Udayapura Kanakapura road, Bangalore - 560082
3
Assistant Professor, Department of Management,Jagannath International Management School, South Delhi, Delhi
4
Assistant Professor and HoD (i/c), Department of Master of Commerce K. C. Das Commerce College, Guwahati, 781008
5
Assistant Professor, Department of Business Administration,Gauhati University, Jalukbari, Guwahati: 781014
6
Assistant Professor, Department of Commerce, CHRIST University, Bangalore - 560073
Abstract

The integration of Artificial Intelligence (AI) in Human Resource Management (HRM) has transformed organisational practices by enhancing efficiency, strengthening employee retention strategies, and promoting fairness in decision-making processes. This study evaluates AI-driven HRM practices in Indian organisations from the perspectives of efficiency, retention, and fairness. The primary objectives of the study are to examine the level of AI-driven HRM practices across demographic variables, to analyse the relationship between age and experience with perceived AI practices, and to determine whether significant associations exist between these variables. A total of 200 respondents were selected using convenience sampling from various Indian organisations. Data were analysed using percentage analysis and Chi-square tests to assess associations between demographic variables and levels of AI-driven HRM practices. The findings reveal moderate to high levels of AI adoption in HR functions; however, statistical results indicate no significant association between demographic factors such as age and experience and perceptions of AI-driven HRM practices. The study concludes that AI adoption in HR is increasingly standardised across employee groups, though continuous improvements in transparency and digital inclusivity are necessary to maximise organisational effectiveness..

 

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