AI systems are increasingly used in HR functions such as recruitment, employee analytics, training, performance management and workforce planning. While organizations often expect these systems to improve efficiency and fairness, they raise concerns about transparency, employee wellbeing, job quality and whether such systems genuinely enhance organizational performance. This special issue shifts focus from simply whether organizations adopt AI to how AI-enabled HR systems should be designed, governed and experienced to benefit employees and organizational effectiveness.

The special issue examines the relationship between AI-enabled HR practices and sustainable organizational performance, considering both potential benefits and risks. It invites research exploring when and how AI strengthens or undermines work quality, fairness, employee voice, inclusion and capability development. The collection addresses emerging regulatory interest from bodies like the OECD and EU AI Act, which recognize that AI in employment decisions requires responsible governance.

Appel publié par Journal of Organizational Effectiveness: People and Performance. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• AI-enabled recruitment, selection and fair access to work: How AI screening, automated assessments, candidate ranking, video interviews and people analytics affect fairness, validity, transparency, accessibility and selection outcomes.
• AI-supported training, development and capability building: How AI-enabled learning systems, skills analytics, career platforms and talent systems affect reskilling, development access, career visibility and employee capability.
• AI-enabled performance management, monitoring and evaluation: How algorithmic monitoring, datafication and AI-supported appraisal affect fairness, trust, employee agency, wellbeing, reasonable adjustment and performance outcomes.
• Work design, job quality and employee voice in AI-enabled workplaces: How AI changes autonomy, workload, coordination, meaningful work, participation, consultation and human oversight in people-management decisions.
• Inclusion, disability, governance and sustainable organisational effectiveness: How organisations design AI-enabled HRM systems that reduce bias, support EDI, protect disabled workers and applicants, strengthen trust and contribute to sustainable organisational performance.

Timeline

• June 25, 2026: Opening date for manuscripts submissions
• January 25, 2027: Closing date for manuscripts submission

Contemporary organisations are increasingly operating under conditions of continuous transformation shaped by digital disruption, artificial intelligence (AI), hybrid work arrangements, sustainability transitions, and persistent workforce uncertainty. Unlike earlier planned and episodic approaches to organisational change, transformation today is experienced as ongoing, psychologically demanding, and open-ended, placing sustained pressure on employees, managers, and teams to adapt and remain engaged under conditions of deep uncertainty. At the same time, organisations are expected not only to transform effectively, but also to sustain employee wellbeing, resilience, inclusion, meaningful work, and healthy organisational functioning throughout prolonged change processes.

Appel publié par Journal of Managerial Psychology. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Employee resilience, wellbeing, and psychological adaptation during organisational transformation
• Change fatigue, burnout, technostress, and employee engagement in digitally intensive workplaces
• Human experiences of AI-enabled work and algorithmically mediated organisational environments
• Meaningful work, psychological safety, trust, and identity during continuous transformation
• Inclusion, diversity, belonging, and human sustainability in changing workplaces
• Leadership, resilience, and psychologically sustainable approaches to organisational transformation
• Hybrid work, digital transformation, and the future of employee experience
• Future-oriented theoretical and empirical perspectives on continuous organisational transformation

Timeline

• September 30, 2026: Opening date for manuscripts submissions
• November 30, 2026: Closing date for manuscripts submission