An evaluation of the impact of artificial intelligence on talent management: a cross-sectional study approach

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2020

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Moagi, Tshegofatso Pearl

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Abstract

The notion of the Fourth Industrial Revolution (4IR) is topical and has changed how organisations think about talent management and skills development for the contemporary workplace. Literature suggests that the 4IR will impact every industry and job type thus the need for organisations to prepare the workforce by equipping them with the requisite skills to function in this era (Cann, 2016; Schwab, 2016; Schreiber, 2017). However, the global challenge for academia, business, policymakers and other stakeholders is that the advent of the 4IR has led to some jobs being partially or fully automated thus exacerbating the skills shortage and leading to the hysteria of ‘robots are taking our jobs’. The main aim of this study was to determine the impact of the 4IR through artificial intelligence on talent management in selected organisations in Gauteng, South Africa. On this basis, three research questions were formulated for the study as follows: (i) How do organisations prepare the workforce for multiple job changes across occupational boundaries in the emerging 4th industrial revolution? (ii) What skills sets will the workforce require in order to function effectively in the 4thindustrial revolution? (iii) What can government do to mitigate the perceived effect of the 4thindustrial revolution on job losses? The research questions guided each phase of the research process for this empirical study using a qualitative research strategy. A non-probability sampling framework using purposive sampling techniques was used to collect data from eleven participants. Semi-structured interviews were conducted with organisational leaders from the core perspectives of human resources, the business partners to human resources and government. Nine themes and twenty-four sub-themes were identified using thematic analysis method. The themes of change management, training and development and talent management emerged as being pertinent to preparing the workforce for multiple job changes associated with the 4IR. The skill sets required to function effectively are technical competencies, methodological competencies, social competencies and personal competencies. Entrepreneurship and policy and legislation were the themes that emerged that government can use to mitigate the perceived effect on job losses. The findings here in represent a meaningful and progressive contribution to existing literature on the 4IR by providing insights into the impact on talent management in the South African context. Moreover, this study provides practical implications that could assist organisational leaders and policymakers in adopting strategies that equip the workforce with the requisite skills to deal with career changes across occupational boundaries in the advent of the 4IR. The limitations and recommendations of the study also provide a useful guide for future research consideration

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A dissertation submitted to the School of Business Sciences at the University of the Witwatersrand, Johannesburg in fulfilment of the requirements for the award of the degree of Master of Commerce (Human Resources Management), 2020

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