Generative artificial intelligence in human resource management: a critical reflection on impacts, resilience and roles

Purpose This study aims to address three questions: RQ1 – What significant changes has generative artificial intelligence (GenAI) brought to human resource (HR) functions? RQ2 – How can HR professionals sustain a critical role in an organization when GenAI is transforming traditional HR functions? RQ3 – What research questions can be addressed to support organizations and HR professionals in a new GenAI-empowered work environment? Design/methodology/approach As a critical reflection of the authors’ corporate HR experience and research expertise, a narrative review of purposefully selective relevant literature, industry white papers and news updates across the six stages of the employee lifecycle was carried out to answer RQ1. A provoking reflection was further synthesized to answer RQ2 and RQ3. Findings Three categories of HR duties (those likely and unlikely to be replaced by GenAI and those likely to emerge due to GenAI implications) were synthesized, leading to the advancement of three propositions. Recommendations for HR professionals, organizations and future research were summarized. Research limitations/implications This paper presents a series of specific research questions, inspiring new research ideas that help organizations improve HR work with GenAI-empowered tools while mitigating its negative impacts. Practical implications This paper proposes detailed recommendations to help HR professionals maintain their critical roles within the organization. In addition to hospitality and tourism businesses, for-profit or nonprofit organizations across all sectors can refer to the answers to RQ1 to restructure their HR departments. Social implications Beyond the HR profession, this work signals a broader societal shift in job functions and structures, urging individuals and organizations to rethink what is needed in the new GenAI-empowered work environments. It also raises awareness of the need for human oversight and responsible AI governance in redesigning future work and organizational structures. Originality/value This paper synthesizes GenAI’s significant impact on various HR functions across the six stages of the employee lifecycle. It offers specific practical recommendations and research ideas to help organizations leverage GenAI’s power in HR operations.