FORMATION OF EFFECTIVE EMPLOYEE BEHAVIOR IN THE CONTEXT OF DIGITAL HR MANAGEMENT

Abstract

Introduction. The digital transformation of management processes in modern organizations changes the logic of interaction between employees and HR functions, forming a transition to a data-oriented approach to decision-making. In such conditions, the organizational behavior of personnel is considered in relation to the use of digital human resource management systems, recruitment platforms and online learning environments, which necessitates analysis based on comparative empirical indicators.

The purpose of the study is to assess the impact of digital HR technologies on employees’ organizational behavior, focusing on communication, involvement and work organization, in the context of the digital transformation of organizations.

The research materials include scientific works of domestic and foreign authors on the issues of digitalization of HR processes, open empirical and statistical data on the implementation of digital HR solutions, as well as internal organizational documentation of enterprises, reflecting the practices of digitalization of HR processes in three companies: LLC «Institute of Information Technologies «Intellias»», JSC «Ukrposhta» and LLC «Nova Poshta». The empirical base is based on a comparison of indicators before and after the implementation of digital HR tools within the specified organizations. The research methods combine comparative and analytical approaches to examine changes in HR processes across different organizational environments and assess their impact on HR management efficiency indicators. Additionally, elements of structural and functional analysis were applied to identify transformations in HR processes under the influence of digitalization and to generalize the results.

Results. The digitalization of HR processes is accompanied by significant improvements in key indicators of HR management efficiency. In particular, reducing the share of routine operations to 60% increases personnel productivity by 28 % through automation and optimized work processes. Candidate tracking systems reduce the time required for initial personnel selection by 25 % through automated processing of a significant number of applications, while online training platforms increase employee professional training by 18 %, provided that 85 % of personnel are covered. The use of digital communication platforms accelerates task execution by 28 % by reducing delays in information exchange, and the implementation of analytical HR tools reduces staff turnover by 12 % by enabling more accurate identification of the risks of employee loss. In general, increases in communication efficiency, motivation and labor productivity indicators were observed within empirically established ranges, as indicated by comparisons of pre- and post-implementation values.

Conclusions. Digital HR technologies transform the parameters of employee organizational behavior by optimizing the duration of personnel operations, accelerating the circulation of management information, and increasing the structuring and traceability of decision-making processes within HR systems. Such a change in organizational logic is especially evident in the areas of internal communications, HR analytics and personnel training, where reducing information delays is accompanied by greater consistency in actions among process participants and greater validity in management decisions. As a result, a more manageable system of human capital use is formed, in which efficiency is determined not only by the speed of operations, but also by the quality of coordination, data accuracy and the level of integration of HR functions into the overall enterprise management system.

Prospects. Further research should focus on assessing the long-term impact of digital personnel management systems, algorithmic decision-making models, and analytical platforms on the stability of organizational behavior, as well as on studying transformations in corporate culture and employee behavior models in hybrid work formats.