Traditional vs. Modern Human Resource Management: Typology, Transformation, and Industry 4.0 Implications

Meutia Dwi Novita Sari; Raisa Ullya Nisva; M. Rizki Maulana

doi:10.55927/jambak.v4i1.316

Authors

Meutia Dwi Novita Sari Universitas Syiah Kuala
Raisa Ullya Nisva Universitas Syiah Kuala
M. Rizki Maulana Universitas Syiah Kuala

DOI:

https://doi.org/10.55927/jambak.v4i1.316

Keywords:

Traditional HRM, Modern HRM, Digital HR, People Analytics, Industry 4.0

Abstract

For more than three decades, human resource management (HRM) has evolved from an administrative function geared toward payroll, compliance, and record keeping into a strategic, evidence-based capability that shapes organizational performance and long-term competitiveness. This paper examines the differences between traditional and modern HRM, the field’s development, and transformation mechanisms in the Digital/Industry 4.0 era. This study adopts a qualitative, descriptive approach. Core concepts include HRM logics, e-HRM/HRIS and people analytics, and Industry 4.0. We propose a four-dimension typology (value logic, operating model, data/technology, metrics/decision rights) and a staged pathway (digitalization → standardization → analytics → strategic partnering). Enablers are data governance, analytics capability, and HR–business partnership; a key risk is technology without process redesign. Implications guide organizations and policymakers on sequencing, ethics, and outcome-based metrics.

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