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Earning A Ph.D. In Human Resources: Everything You Need To Know Before Enrolling

Updated: Jul 6, 2023, 12:37pm

A Ph.D. in human resources will allow you to pursue executive,upper-management or academic roles. Read on to learn why you might pursue a Ph.D. in human resources.

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What Is a Doctorate in Human Resources?

A doctorate in human resources, or a Ph.D. in human resources, is the terminal degree in the field, meaning it is the highest degree level you can attain. Doctoral degree holders in human resources are preeminent experts, driving the field forward through research and teaching.

A Ph.D. in human resources takes up to eight years to complete. Doctoral programs begin with two years of intensive coursework before students declare a concentration and focus on developing and defending a dissertation. Ph.D. students spend several years working on their dissertations before graduating.

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What can you do with a doctorate in human resources.

A doctorate in human resources qualifies you for the most advanced and high-level roles in the HR field. You are also qualified to pursue positions in research and academia, setting you apart from master’s degree holders. You can find work as a human resources professor at a university or as an industrial-organizational psychologist . Salary information via the Bureau of Labor Statistics (BLS) .

Below, we cover four careers available for doctoral degree holders in human resources.

Human Resources Professor

Job Growth (2021-2031): +6% Median Annual Salary: $88,790 Job Description: Human resources professors work within business departments at colleges and universities. Job duties include teaching undergraduate students, mentoring Ph.D. candidates and performing research to advance the HR field.

Chief Executive

Job Growth (2021-2031): +6% Median Annual Salary: $189,520 Job Description: Chief executives work at the highest management level within some of the largest companies in the world. Job titles include chief operating officer, chief financial officer, chief technology officer or chief information officer. Professionals with a doctorate in human resources bring knowledge of management, leadership and best practices in big-picture company culture.

Human Resources Manager

Job Growth (2021-2031): +7% Median Annual Salary: $130,000 Job Description: Human resources managers take charge of HR departments at any company. They can work in many industries, including the nonprofit sector, healthcare and information technology, where they oversee hiring, firing, compensation, benefits and training.

Industrial-Organizational Psychologist

Job Growth (2021-2031): +4% Median Annual Salary: $139,280 Job Description: Industrial-organizational psychologists study the effects of applied psychological principles on the business and managerial world. They perform research and provide actionable advice to workplace management. You must have a Ph.D. or doctoral degree to practice independently as a psychologist.

What’s the Difference Between an MBA in Human Resources and a Doctorate in Human Resources?

An MBA in human resources and a Ph.D. in human resources are very different degrees. An MBA with a concentration in human resources covers broad business foundations like marketing, finance and economics alongside HR coursework. An MBA in HR qualifies graduates for many jobs due to their overarching business education.

Where an MBA provides breadth, a Ph.D. in human resources provides depth. A Ph.D. requires students to complete significant research and writing. Ph.D. students become human resources experts as they spend most of their degree conducting HR-specific research.

Compared to MBA graduates, doctoral degree holders are more limited in what business careers they can pursue; however, doctoral degrees qualify graduates to seek nearly any position in the HR field.

Admission Requirements for a Doctorate in Human Resources

Admission requirements for Ph.D. programs in human resources vary widely, moreso than undergraduate and graduate programs. Prospective students must meet a minimum GPA and generally need a master’s degree in the field. They must submit official transcripts, letters of recommendation and a statement of purpose detailing their intended research focus or the faculty members they’d like to research alongside.

Many Ph.D. programs admit small cohorts and require applicants to complete an admission interview. Some programs also require applicants to submit GMAT or GRE scores.

Common Courses in a Human Resources Ph.D. Program

Behavioral sciences.

A behavioral sciences seminar covers major theories and methodologies in psychology, such as cognitive processes and behavioral interactions. This course introduces students to research design and methodologies at the doctoral level.

Current Issues in Organizational Behavior

Organizational behavior and industrial-organizational psychology are key components of a Ph.D. in human resources. This survey course covers the spectrum of contemporary research in organizational behavior and its practical applications to companies around the world.

Organization Theory

This course delves into various theories on organizational performance and how Ph.D. graduates can apply them when entering the HR field. Students discuss, compare and contrast multiple models in organizational theory.

Survey of Social Psychology

This course surveys the major theories and research in the social psychology field. Social psychology studies how thoughts, behaviors and feelings change based on norms and other people and plays a crucial role in human resources.

Dissertation

A dissertation is the culminating requirement for Ph.D. candidates. In most cases, Ph.D. candidates must write a paper based on their original research, after which they must defend their dissertation to a panel of faculty members. This requirement takes years to complete, making it difficult to pinpoint exact completion timelines for Ph.D. programs.

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Frequently Asked Questions (FAQs) About a Ph.D. in Human Resources

What can you do with a ph.d. in human resources.

A Ph.D. in human resources prepares you for high-level human resources positions or roles in academia, such as research or teaching. In tandem with professional experience, graduates can pursue CEO jobs. Doctoral degree holders can also pursue licensure to practice or conduct research as industrial-organizational psychologists.

Is a doctorate in HR worth it?

Whether a doctorate in HR is worth it depends on your career goals. If you want to pursue careers in academia and research, a Ph.D. in human resources is the right fit for you. These degrees can lead to HR professor and industrial-organizational psychologist positions.

In contrast, you do not need a doctoral degree to become a human resources manager, although it can help. However, financially, you are likely better off pursuing an MBA in human resources for HR management careers.

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HRM Dissertation Topics

Published by Carmen Troy at January 6th, 2023 , Revised On April 16, 2024

Introduction

Human resource management studies stated that employees should be hired, retained and managed. It is an extensive field that requires an in-depth understanding of the underlying factors and concepts.

As a human resource management student, you will study many different concepts, frameworks, and theories related to employee management. However, before your graduation, you will be required to submit a dissertation on a human resource management research topic of your choice.

Even though several topics and concepts are yet to explore in the field of human resource management, you will want to make sure that your proposed topic has sufficient literature to support and justify the content of a theoretical framework , or else you might struggle with data collection .

This article provides you with a comprehensive list of HRM topics that are relevant to your field and identifies some interesting literature gaps.

Choosing from our list of topics will certainly improve your chances of submitting an outstanding dissertation. So, go ahead and choose an HRM dissertation topic of your interest. We can even customize these topics based on your project needs.

PhD qualified writers of our team have developed the proposed topics, so you can trust to use these topics for drafting your dissertation.

Note –

You may also want to start your dissertation by requesting  a brief research proposal  from our writers on any of these topics, which includes an  introduction  to the topic,  research question ,  aim and objectives ,  literature review  along with the proposed  methodology  of research to be conducted.  Let us know  if you need any help in getting started.

Check our  dissertation examples  to get an idea of  how to structure your dissertation .

Review the full list of  dissertation topics for here.

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2024 HRM Dissertation Topics

Topic 1: how human resources departments achieve equal employment opportunities.

Research Aim: The research will aim to investigate how HR departments achieve equal employment opportunity in organizations. EEO, or Equal Employment Opportunity, is the notion everybody has an equal chance to pursue a job on the basis of merit, regardless of skin color, gender, or gender identity. It is the duty of HR department to give every employee and equal right in the organization. The research will examine how HR department keep the organization environment friendly by controlling equal employment opportunities.

Topic 2: The effect of motivating strategies on employee performance

Research Aim: The research will aim to find the impact of motivating strategies on employee performance. Employee motivation plays a huge part on performance. Employee engagement cannot be substituted by anything else in order for any organisation to run efficiently and without interruption. It is critical that a company and its employees not only have a strong connection with the top management, but also have a good and healthy relationship with their colleagues. The study will also make recommendations on what further might be done to obtain optimal results utilising motivating methods for the benefit of both the company and the individual.

Topic 3: Organizational Conflicts as Antecedents of Staff Turnover: Evidence from the UK Food Sector

Research Aim: The research will aim to review recent available literature on employee turnover in order to determine organizational conflicts as antecedents of employee turnover in the UK food sector in order to close gaps in the literature and present a broader range of turnover factors and understanding of employee motivational factors in their job decision.

Topic 4: How does AI involvement in HRM provide Zara with a competitive advantage?

Research Aim: The research will aim to inspect the benefit of competitive advantage at Zara through the involvement of artificial intelligence in their HRM. AI assists the human resources department in identifying their personnel’ skill sets and recommending a training programme based on their work positions. It combines all of the data and assists the HR staff in making succinct decisions about what training to do in which sector to boost abilities. The study will also explain the importance of AI in organizations and organizations success. It will also look into strategies and policies Zara used to achieve competitive advantage.

Topic 5: The role of HR in creating a respected working environment that contributes in sustainable revenue growth

Research Aim: The research aims to examine the role of HR in creating a respected working environment and sustainable revenue growth. The study will identify current misunderstandings and disparities in understanding of topics such as sustainable development, corporate social responsibility, and the link between strategic human resource management and sustainable HRM through a comprehensive literature review. It will also identify and recognise the challenges that sustainable HRM encounters in reality, with a particular emphasis on the prevalent strategic HRM schema and the misunderstanding of corporate social responsibility.

Covid-19 HRM Research Topics

The role of managers during the pandemic.

Research Aim: In this study, the Human resource management techniques which HR managers will adopt for performing their operations during the COVID -19 will be discussed.

The management techniques for employees.

Research Aim: This study will focus on how the employees are trained during the Coronavirus pandemic.

The economic Crisis for HR Managers during Covid-19

Research Aim: This study will discuss how the economic crisis will disturb the payroll and how the managers will work.

The policies of HR for affected employees.

Research Aim: In this study, HR will design policies on how HR will manage when there is a gap between employees working. How will the ill patients be provided with support by companies through HR?

The employees' cooperation for HR

Research Aim: This study will highlight how well the employees support the decisions of the HR policymakers during the pandemic.

HRM Dissertation Topics for 2023

Topic 1: effect of employee engagement on customer loyalty in the service-based industry.

Research Aim: Employees engagement means that employees are passionate and committed to their work. In the service industry, where employees’ performance can greatly influence the quality of service, it is worth exploring employee engagement in customer loyalty in the service-based industry. Therefore, in this study, survey-based research will be conducted to identify employee engagement in customer loyalty.

Topic 2: Contingent workforce and its impact on organisation’s performance – Evaluating the IT Industry

Research Aim: Nowadays, companies hire freelancers and contractual workers, unlike permanent payroll employees. Various cost benefits can be obtained by hiring such a workforce. However, such a workforce may not have the required skills to do a job as effectively as a trained staff would have done. Thus, the present study focuses on identifying the impact of a contingent workforce on its performance in the IT industry.

Topic 3: Factors of growing mental health issues of employees at workplace in service-based industries

Research Aim: The wellness of employees at the workplace is necessary for their mental health and work performance. This study will identify the factors that can increase employees’ mental health issues at the workplace based on survey-based of employees and managers of service-based industries.

Topic 4: Analysing the importance and impact of training and development on an organisation’s sustainability during economic crises.

Research Aim: to achieve organizational objectives and milestones, leaders and business owners have realized the importance of training and developing their workforce to align with the organizational objectives. This research aims to analyze the importance and impact of employee training and development on the organization’s sustainability during economic downturns.

Topic 5: How online digital platforms have helped organisations in recruiting effectively and efficiently

Research Aim: With the advent of technology, firms have revolutionized their business operations. Under this revolution, many organizations have adopted different techniques and methods to recruit talented employees. Therefore, this research intends to determine how online digital platforms have helped organizations find employees more efficiently and effectively.

Topic 6: Analysing the factors which directly impact an employee's personal decision to leave employment

Research Aim: Employee turnover rate has always been a major concern for many organizations regardless of their size and nature. A valuable and talented employee is usually hard to find and retain. However, it has been found out that different factors motivate an employee to search for a new job. Keeping this phenomenon in mind, the current research will be analyzing the factors that directly impact the employee’s personal decision to leave employment.

Topic 7: Critically analysing the concept of workplace flexibility and how it impacts employee and organisational performance

Research Aim: In today’s modern era, the workplace environment has been transformed drastically from a strict and conventional style to a more flexible one. Therefore, this research aims to critically analyze the concept of workplace flexibility and how it impacts employee and organizational performance.

Topic 8: A comparative analysis of employees' job satisfaction and motivational factors in public versus private organisations.

Research Aim: Job satisfaction and employee motivation are regarded as the most important element of HR practices. The main aim of HR policies is to satisfy, retain, and motivate employees. Therefore, this research aims to conduct a comparative analysis of the employee’s job satisfaction and motivational factors in public versus private organizations.

Topic 9: The influence of COVID-19 on virtual employee management practices by organisations

Research Aim: This research is highly useful in the current context of COVID-19. Organisations all around the world are getting impacted by the COVID-19 and are closed at the moment. The current study will focus on using different virtual employee management practices that companies can use in the current context of COVID-19. These practices will be beneficial for organizations in almost all business sectors.

Topic 10: The role of using transformational leadership style in the improvement of organisational creativity at Morrisons

Research Aim: The aim of this research will be the benefits of using the transformational leadership style by Morrisons’ leaders to improve organizational creativity. This study will research how leaders can get the advantage of a transformational leadership style for increasing creativity at the organization.

Topic 11: The green HRM practices and their impacts on the corporate image of IKEA

Research Aim: This study will aim to study different green HRM practices and their role in improving IKEA’s corporate image and reputation. It will be researched how companies can improve their corporate image by focusing on green HRM practices and processes. The findings will be beneficial for the management, customers as well as employees.

Topic 12: Involving employees in the decision-making process and its influence on employee productivity at Subway

Research Aim: It will be researched in this study how Subway and other companies in this industry can involve the workers in the decision-making process to improve employee productivity. It will be studied that employee productivity is increased by involving the employees in the decision-making process. The findings will be useful in designing useful HR practices by Subway.

Topic 13: The impact of a flat organisational structure on the decision-making process

Research Aim: The main objective of this study is to evaluate the decision-making difficulties and issues faced by HR managers of companies with a flat organizational structure. This study will also investigate the benefits and challenges related to the flat organizational structures used by companies. A case study approach will be used.

Topic 14: The role of workforce diversity in improving organisational capability and innovation at Toyota Motors

Research Aim: To carry out this study, an innovative company named Toyota Motors will be selected. The main objective for carrying out this study will be to analyze how the organizational capability and innovation at Toyota Motors are improved due to workforce diversity. The main emphasis will be on studying the workforce diversity present at Toyota Motors and its significance in improving innovation and organizational capability. The success factors of Toyota Motors for HR will be studied.

Topic 15: The impact of digitalization on changing HRM practices at Aviva

Research Aim: The contemporary business world moves towards digitalization due to technological advancements. This research will study the different impacts of digitalization in changing various HRM practices at Aviva. Different HRM practices used by Aviva before and after the digitalization era will be discussed, and the changes will be analyzed. This study will show how digitalization has changed HRM practices in the contemporary business world.

Topic 16: The influence of employee learning and development opportunities on employee satisfaction at British Airways

Research Aim: It will be studied in this research that how employee satisfaction at British Airways is influenced by employee learning and development opportunities. Different employee learning and development opportunities at BA will be studied, along with their impact on workforce satisfaction.

Topic 17: The impact of recognizing employee contributions on employee retention at Shell

Research Aim: This study’s main objective is to analyse whether Shell can retain its employees by recognizing their contributions or not. Different strategies used by Shell for recognizing employee contributions will be studied that lead towards motivating the employees, which ultimately impact the retention of workers.

Topic 18: The role of green HR practices in employee engagement and retention

Research Aim: Green HR practices is a newly emerged concept in HRM. The study will aim to research the impact of green HR practices on employee engagement and retention. It will be studied how companies can improve employee engagement and retention by focusing on green HR practices.

Topic 19: The role of providing daycare facilities in increasing the productivity of female employees

Research Aim: This study will be focusing on the productivity of female workers. It will be studied how female workers’ productivity is increased by providing daycare facilities for their children. The impact on the satisfaction level of female employees due to the daycare facility will also be explored.

Topic 20: The impact of artificial intelligence on enhancing the human resource practices of Zara

Research Aim: For this study, the researcher will focus on the concept of artificial intelligence and use it in the HR context. It will be studied that either the HR practices at Zara can be enhanced by implementing AI. The benefits and implications of implementing AI in the HR context will also be part of this study.

Topic 21: The role of e-leadership in improving employee productivity and motivation.

Research Aim: The contemporary business world has become highly advanced due to technological capabilities. The concept of e-leadership has emerged due to advancements in technology. The purpose of this study will be to analyse the impact of e-leadership in improving the productivity and motivation level of the workforce.

Topic 22: The role of effective HR planning in a successful strategic alliance process.

Research Aim: This study will study the importance of effective HR planning for the strategic alliance process. It will be studied how HR management can mould the HR practices and focus on effective HR planning to make the strategic alliance process successful.

Topic 23: The impact of different personality traits on teamwork at Microsoft

Research Aim: The main focus of this research will be studying Microsoft’s teamwork. It will be further analyzed how Microsoft’s teamwork is influenced by the personality traits possessed by different team members. Different types of personality traits will be studied in this research that impacts teamwork positively and negatively.

Topic 24: The impact of career growth opportunities on employee loyalty at HSBC Holdings.

Research Aim: This study will aim to review different types of career growth opportunities offered by HBSC Holdings to its employees. Moreover, it will also be studied how employee loyalty is improved due to various career growth opportunities. The findings of this study will be beneficial for the banking sector.

Topic 25: The role of adapted HR practices in improving organisational performance at the international branch of DHL.

Research Aim: The study’s main objective will be to analyse companies’ changes in their HR practices for international branches. How and why the HR practices are adapted by HR management for improving the organisational performance at the company’s branch, which is located outside the country. For this, the DHL case study will be selected, and it will be assessed how and why DHL has used adapted HR practices across different countries.

HR Learning and Development Dissertation Topics

All organisational activities aimed at improving the productivity and performance of groups and individuals can be classified as HRM’s learning and development function elements. Learning and development encompass three pivotal activities, including education, training, and development.

As such, the training activities help to evaluate an employee based on his existing job responsibilities. Educational activities include those focusing on jobs that an employee can expect to carry out in the future.

Finally, the development activities are those that the employer may partake in the future. If you’re interested in exploring this human resource topic in-depth, we have some interesting dissertation topics for you:

Topic 1:The importance of appreciative inquiry with respect to organisational learning and development culture – A case study of ExxonMobil

Research Aim: This research will discuss the importance of appreciative inquiry and its impact on organisational learning and development culture with a specific focus on ExxonMobil.

Topic 2:To establish the correlation between organisation competency development and learning activities & programmes

Research Aim: This research will discuss how organisational competency development and organisational learning activities are correlated.

Topic 3:An examination of knowledge management and organisational learning for sustained firm performance. A case study of British Telecom

Research Aim: This research will examine how organisational learning and knowledge management helped British Telecom sustain their firm performance.

Topic 4:Investigating learning and development of human resources in the public sector in the UK

Research Aim: This dissertation will evaluate the different ways of achieving the learning and development of human resources in the UK’s public sector.

Topic 32:The importance of HR learning and development activities for SMEs

Research Aim: This research will focus on how SMEs utilize HR learning and developmental activities to improve their employees’ performance.

Topic 33:Human resource practices and employees’ decision to quit – Does Lack of Learning and Development play a Role.

Research Aim: This research will focus on whether or not lack of learning and development in an organization leads to employee turnover,

Topic 34:Developing organisational competitive advantage through strategic employee training in computer knowledge

Research Aim: This dissertation will explore how companies can gain a strategic advantage over their competitors through employee training.

Topic 35:The impact of various training and learning based activities on employees’ productivity

Research Aim: The main aim of this research will be to determine the impact of different pieces of training and learnings on employees’ productivity.

Topic 36: The role of HR analytics and metrics in improving organizational performance at Tesco

Research Aim: This study aims to research a new concept in human resource management, named HR analytics and metrics. Moreover, their impact on improving organizational performance will also be studied. This study will be beneficial for Tesco in using HR analytics and metrics in different HR practices that can lead to improved organizational performance.

How Can ResearchProspect Help?

ResearchProspect writers can send several custom topic ideas to your email address. Once you have chosen a topic that suits your needs and interests, you can order for our dissertation outline service , which will include a brief introduction to the topic, research questions , literature review , methodology , expected results , and conclusion . The dissertation outline will enable you to review the quality of our work before placing the order for our full dissertation writing service !

HR Performance Review Dissertation Topics

A performance review, also known as a career development discussion, performance evaluation and employee appraisal, can be defined as a method to evaluate an employee based on their job performance, mainly for appraisals. This might be an interesting area to focus your dissertation on. Here are some interesting topics in this area of HRM:

Topic 37:To understand the relationship between performance review and employee motivation in large and diversified business organisations

Research Aim: This research will understand the relationship between employee motivation and employee performance review. Large and diversified businesses will be the main focus of this study.

Topic 38:Effective performance appraisal – A study to establish a correlation between employer satisfaction and optimising business results

Research Aim: This research will analyse the impact of performance appraisal on employer satisfaction and how it optimises business results.

Topic 39: Investigating the efficacy of performance appraisal from the perception of employees in UK retail industry – A case study of Tesco

Research Aim: This research will analyse the efficacy of performance appraisal concerning employees, with a specific focus on Tesco.

Topic 40: Employee performance appraisal and the role of fairness and satisfaction

Research Aim: This dissertation will explore whether employees report satisfaction and fairness when performance appraisal is conducted.

Topic 41:Investigating performance review and appraisal methods employed by human resource department of any large oil and gas company

Research Aim: This research will study the human resource department of a large oil and gas company and will investigate how “performance review” and appraisals are conducted.

Topic 42: Job satisfaction and performance appraisals – Are they Interconnected?

Research Aim: This research will study in-depth whether job satisfaction and performance appraisals are interconnected or not.

Topic 43:Investigating the relationship between public sector appraisals and the spinal pay reward

Research Aim: This research will talk about the spinal pay reward system and evaluate its effectiveness in the public sector.

Topic 44:Analysing the impact of performance management on employee performance improvement

Research Aim: This research will investigate how performance management helps companies improve their employees’ performance.

Topic 45: Can HR performance drive employee engagement? Studying the UK banking industry

Research Aim: This research will talk about the different ways through which HR performance review helps in improving employee engagement. The UK banking industry will be in focus in this study.

Topic 46:The role of HR performance review in increasing employee retention and productivity

Research Aim: This research will investigate how organisations utilize performance reviews as a tool to improve employee retention and productivity.

HR Employee Motivation Dissertation Topics

Employees need objectives and goals to remain focused. The quality of work may significantly drop if they are not constantly motivated by their employers.

Business organizations employ various employee motivation methods and techniques to keep their employees motivated. Thus, this is an interesting topic to explore for your final year dissertation. Here are some HRM dissertation topics related to employee motivation.

Topic 47:To investigate the role of motivation in HRM – A study highlighting the most important motivation factors for future business leaders

Research Aim: This research will discuss the different motivation factors organisations should use to develop future leaders. In addition to this, the role of motivation throughout HRM will be discussed.

Topic 48:Employee satisfaction and work motivation – Are they both related?

Research Aim: This research will understand the relationship between motivation and employee satisfaction and the different motivation techniques companies can employ to increase employee satisfaction.

Topic 49: Evaluating the Role of Employee motivation in performance Enhancement

Research Aim: This study will discuss the role of employee motivation concerning employee performance, i.e. whether it enhances performance or not.

Topic 50:Human resource management – Motivation among workers in large and diversified business organisations

Research Aim: This dissertation will talk about motivation in large and diversified organisations and how these companies ensure that their employees are motivated at all times.

Topic 51:Effects of motivational programmes and activities on employee performance

Research Aim: This research will focus on the different motivational techniques and programs that impact employee performance.

Topic 52: Does motivation play a role in decreasing employee turnovers? A case study of British Airways

Research Aim: This research will discuss the role of motivation in decreasing employee turnover with a specific focus on British airways.

Topic 53:Motivation and performance reward – Are the two interrelated?

Research Aim: This research will talk about motivation and performance rewards and will assess whether the two are interrelated and directly related.

Topic 54: Work productivity and the role of employee motivation programmes and activities

Research Aim: This study will assess employee motivation programs’ impact on employee productivity, i.e. if it increases or decreases.

Topic 55:To discuss the role of employee motivation in relation to retention levels

Research Aim: This research will analyze employee motivation’s role to help companies retain employees.

Topic 56:Differences and similarities between traditional and contemporary theories

Research Aim: This research will discuss and compare traditional and contemporary motivation theories implemented by companies.

Topic 57: The role of employee empowerment in employee motivation and satisfaction at British Petroleum.

Research Aim: This study will aim to analyse different strategies of employee empowerment carried out by British Petroleum and their impact on workers’ motivation and satisfaction. The research will be studied that either different employee empowerment strategies improve employee motivation and satisfaction. The findings will be beneficial for companies working in the petroleum sector.

Topic 58: The impact of open communication in improving employee engagement at Zara

Research Aim: In this research, different modes of communication used by organisations will be studied and especially the impact of open communication in improving employee engagement at Zara will be analyzed. The importance of open communication for different organisations in the fashion and retail sectors will be discussed. Moreover, different communication strategies that can help improve employee engagement at Zara will be discussed based on past literature, theories, and framework.

HR Performance Management Dissertation Topics

All processes and activities to consistently meet organisational goals and objectives can be considered the HR performance management mechanism elements. Different organisations employ different performance management strategies to gain a competitive advantage. To explore this area of human resources, here are some intriguing topics for you:

Topic 59:Investigating different performance management techniques for retaining employees

Research Aim: This research will talk about companies’ various performance management techniques to retain employees.

Topic 60:The role of performance management activities in improving employees’ skills and abilities

Research Aim: This research will discuss how performance management helps employees improve their skills and abilities and how it ultimately helps companies.

Topic 61:Managing performance of workers through performance management techniques – A Case Study of Google

Research Aim: This research will explore how organisations use different performance management techniques to manage employees and their performance. A specific focus of this study will be Google Incorporation.

Topic 62:Employee performance and performance management systems – A qualitative study

Research Aim: This study will conduct a qualitative study to understand the different performance management systems for improving employee performance.

Topic 63:Performance management examinations in human resource management of profit-oriented organisations

Research Aim: This research will understand performance management in profit-oriented companies regarding how their human resource department ensures optimal performance.

Topic 64:Exploring the essentials elements of the performance management framework

Research Aim: This research will explore its vital features and performance management framework.

Topic 65:Human resource management practices and business performance – The role of environmental uncertainties and strategies

Research Aim: This research will explore whether environment uncertainties and strategies play a role in employee and business performance.

Topic 66:The efficacy of performance management systems in the UK’s retail industry

Research Aim: This research will explore the UK’s retail industry’s performance management efficacy.

Topic 67:Towards a framework for performance management in a higher education institution

Research Aim: This research will investigate performance management in the educational setting.

Topic 68:Should wages be capped through performance management – A qualitative study

Research Aim: This research will analyse whether wages should be adjusted and capped concerning performance management with a focus on its effects.

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Strategic Human Resource Management Dissertation Topics

Strategic human resource management is tying the human resource management objective to the company’s goals and objectives. This helps companies in innovating and staying ahead of their competitors by gaining a competitive advantage.

Being a relatively new concept, there are various aspects of strategic HRM that are left to be explored. Here are some interesting strategic HRM dissertation topics for you:

Topic 69:The efficacy of communication processes and employees’ involvement plans to improve employee commitment towards organisational goals – A case study of Sainsbury

Research Aim: This research will study the role and efficacy of the communication processes and employees’ involvement in order to improve employees’ commitment towards organisational goals.

Topic 70:To investigate SHRM theory and practice in a call centre – A case study of any UK call centre

Research Aim: This dissertation will discuss the various SHRM theories and how it is implemented. A UK-based call center will be focused on this study.

Topic 71: Differences and similarities between SHRM strategies and policies employed by German and Japanese automobile companies

Research Aim: This research will compare the different SHRM techniques and policies implemented by German and Japanese automobile companies.

Topic 72: A resource-based view assessment of strategic human resources quality management systems

Research Aim: This research will understand the resource-based view of strategic human resources quality management systems.

Topic 73: To understand and critically evaluate the HRM strategies employed by small and medium sized enterprises in the UK

Research Aim: This research will discuss and evaluate the different strategic HRM strategies employed by small and medium-sized enterprises in the UK.

Topic 74: Relating organisational performance to strategic human resource management – A study of small scale businesses in the UK

Research Aim: This study will analyse whether organisational performance and strategic human resource management are interconnected by assessing small scale businesses in the UK.

Topic 75: Investigating strategic human resource management in Singapore – A qualitative study

Research Aim: This research will analyse strategic human resource management in Singapore by undertaking a qualitative method.

Topic 76: The role of organisational support programmes to enhance work outcome and employees behaviour

Research Aim: This research will understand the organisational support program in order to enhance employee work outcome and their behaviour.

Topic 77: To establish the most important components of strategic HRM for SMEs in the UK to develop a competitive advantage

Research Aim: This research will talk about the relationship between the different SHRM components for SMEs in the UK in order to gain a competitive advantage.

Topic 78: To establish the significance of the relationship between organisational performance and strategic human resource management

Research Aim: This research will explore the relationship between organisational performance and strategic human resource management and how it helps companies achieve their objectives.

Human Resource Theory Dissertation Topics

The human resource theory framework consists of a soft and hard approach to human resources management. Various theories cover the different aspects of the soft and hard human resource approach.

Exploring this area of HRM will help in understanding more about the soft and hard HRM approaches. Here are some dissertation topics in this area that you can choose from.

Topic 79: A comparative analysis of various human resources theory approaches

Research Aim: This research will discuss various human resource theories and approaches and provide a comparative analysis.

Topic 80:To study human resources systems practiced by Multinationals in the UK

Research Aim: This research will discuss the various human resource systems as practised by multinational companies operating in the UK.

Topic 81:The role of human resources management (HRM) in regards to addressing workers’ concerns.

Research Aim: This research will discuss the importance of human resources in understanding and addressing worker’s concerns.

Topic 82: Can HRM have a negative influence on the performance of business organisations – A qualitative study?

Research Aim: This research will discuss a unique aspect of human resource management, i.e. whether it harms the company’s performance or not.

Topic 83: Is Human resources the only option for employees? An exploratory study

Research Aim: This study will analyze human resources’ role in solving employee issues and assess whether it is the only option for employees.

Topic 84:Exploring the contribution of human resource to the success of organisations

Research Aim: This research will aim to understand the role and contribution of the human resource department in companies’ success.

Topic 85:To investigate the most predominant human HRM and control strategies employed by business organisations

Research Aim: This research will discuss an interesting topic, i.e. the most predominant HRM strategies organisations implement.

Topic 86:To investigate the role of HR as a shared service.

Research Aim: This study will discuss human resources’ role as a shared service in the organisation.

Topic 87:Does a supervisor has a role to play in implementing HR practices – A critical study

Research Aim: This study will critically analyze supervisors’ role in implementing human resource practices in an organization.

Topic 88:The ethics of firing employees – Do companies really follow it?

Research Aim: This research will focus on how employees are fired at organizations and whether human resources follow the ethics of firing or not.

HR Organisational Culture Dissertation Topics

Organisational culture, also known as organisational climate, is defined as the process by which an organisation’s culture can be quantified. The properties of the work environment that are either considered positive or negative by the employees (and that may influence their behaviour) are the most important components of the organisational culture framework.

Studying this aspect of human resources will help you gain an in-depth knowledge of the role of culture in human resource management. Here are some interesting dissertation topics in this area:

Topic 89:The role of leadership, HRM and culture in vitalising management systems in firms

Research Aim: This research will understand the role of leadership and culture in human resource management and how it helps companies manage their systems.

Topic 90:Finding the right balance between differentiation and standardisation of HRM practices and policies – HRM of multinational companies operating within the European Union

Research Aim: There are certain human resource practices that are standardized throughout the world. This research will investigate the differences between such standard policies with respect to culture. Multinationals operating in the European Union will be focused.

Topic 91:Cross-cultural human resource management – The role it plays in the success of different organisations

Research Aim: This research will study the role of cross-cultural human resource management in the success of companies.

Topic 92:The impact of cross-cultural competencies in start-up companies

Research Aim: A lot of companies do not encourage cross-cultural human resources in the workplace. This research will analyse how cross-cultural competencies help startups grow and succeed.

Topic 93:The role of organisational cultural on HRM policies and practices – A case study of Cambridge University

Research Aim: This research will aim to understand the role of organisational culture on human resource policies and practices. The main focus of this study will be at Cambridge University.

Topic 94:The relationship between human resource management practices and organisational culture towards organisational commitment

Research Aim: This research will assess the relationship between different cultures and human resource practices with respect to organisational commitment.

Topic 95: Investigating cultural differences between the work values of employees and the implications for managers

Research Aim: This study will conduct an investigation related to the work values of employees based on their various cultural differences. It will then be concluded what this means for the managers.

Topic 96:To effectively manage cultural change without affecting work productivity

Research Aim: This research will discuss an interesting topic as to how managers should manage organisational cultural change without harming productivity.

Topic 97:Inducting new employees into the culture – Does it help organisations?

Research Aim: This research will discuss whether or not it is feasible for organisations to hire employees when the company is undergoing a cultural change.

Topic 98:Recruiting to change the culture – The Impact it has on the Profitability of the Company

Research Aim: This research will discuss whether companies should hire to lead change in the organisation, i.e. whether hiring should be done for this specific purpose, and what this new hiring means for the company in terms of profitability.

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HR Diversity Dissertation Topics

The changing corporate world has provoked organisations to develop and implement diversity management systems as part of their human resource management system. Although relatively new, diversity management is an important research area of human resource management that brings challenges and learning to employees.

With many areas unexplored and literature gaps in this subject, there are some extremely interesting dissertation topics you can select for your final year project. Some of them are listed here:

Topic 99: Investigating the difference between discrimination and diversity – How Do they Impact Organisations

Research Aim: This research will discuss the differences between the two concepts, diversity and discrimination and their impact on organisations.

Topic 100:Managing diversity through HRM: A conceptual framework and an international perspective

Research Aim: This study will discuss how the human resource department can manage diversity. The study will be conducted in an international setting.

Topic 101:Managing diversity in the public sector – How do companies manage to remain successful

Research Aim: This research will explore managing diversity in the public sector and how these companies can be successful even through diversity.

Topic 102:Managing cultural diversity in human resource management

Research Aim: As much as a human resource helps companies manage diversity, how will companies manage diversity in their main HR department. This research will answer this exact question.

Topic 103:The managerial tools, opportunities, challenges and benefits associated with diversity in the workplace

Research Aim: This research will focus on the tools available to human resources in managing diversity, and how they change it to opportunities and overcome diversity-related challenges.

Topic 104: Investigating the challenges of exclusion and inequality in organisations – Assessing HR’s role.

Research Aim: This research will first investigate the exclusion and inequality challenges that organisations face and how human resources overcome these challenges.

Topic 105:How does HRM Help in managing cultural differences and diversity

Research Aim: This research will discuss HR’s role in managing cultural differences and diversity in organisations.

Topic 106: Can HR eliminate diversity-related discrimination from workplaces? Assessing its role

Research Aim: This research will talk about HR’s role in eliminating diversity-related discrimination from organisations, and whether it will be successful in doing so or not.

Topic 107:Training managers for diversity – How difficult is it for companies and HR

Research Aim: This research will discuss and analyse the role of HR and companies in ensuring manager’s learning and development for diversity.

Topic 108:Training the newly hired staff for diversity in a large and diversified business organisation

Research Aim: This research will investigate the role of HR in training employees and staff to deal with, manage and coexist with diverse employees.

Important Notes:

As a human resource management student looking to get good grades, it is essential to develop new ideas and experiment with existing human resource management theories – i.e., to add value and interest to your research topic.

Human resource management is vast and interrelated to many other academic disciplines like management , operations management , project management , business , international business , MBA and more. That is why it is imperative to create a human resource management dissertation topic that is articular, sound, and actually solves a practical problem that may be rampant in the field.

We can’t stress how important it is to develop a logical research topic based on your entire research. There are several significant downfalls to getting your topic wrong; your supervisor may not be interested in working on it, the topic has no academic creditability, the research may not make logical sense, there is a possibility that the study is not viable.

This impacts your time and efforts in writing your dissertation , as you may end up in the cycle of rejection at the initial stage of the dissertation. That is why we recommend reviewing existing research to develop a topic, taking advice from your supervisor, and even asking for help in this particular stage of your dissertation.

While developing a research topic, keeping our advice in mind will allow you to pick one of the best human resource management dissertation topics that fulfil your requirement of writing a research paper and add to the body of knowledge.

Therefore, it is recommended that when finalizing your dissertation topic, you read recently published literature to identify gaps in the research that you may help fill.

Remember- dissertation topics need to be unique, solve an identified problem, be logical, and be practically implemented. Please look at some of our sample human resource management dissertation topics to get an idea for your own dissertation.

How to Structure your HRM Dissertation

A well-structured dissertation can help students to achieve a high overall academic grade.

• A Title Page
• Acknowledgements
• Declaration
• Abstract: A summary of the research completed
• Table of Contents
• Introduction : This chapter includes the project rationale, research background, key research aims and objectives, and the research problems. An outline of the structure of a dissertation can also be added to this chapter.
• Literature Review : This chapter presents relevant theories and frameworks by analyzing published and unpublished literature on the chosen research topic to address research questions . The purpose is to highlight and discuss the selected research area’s relative weaknesses and strengths while identifying research gaps. Break down the topic and key terms that can positively impact your dissertation and your tutor.
• Methodology : The data collection and analysis methods and techniques employed by the researcher are presented in the Methodology chapter, which usually includes research design , research philosophy, research limitations, code of conduct, ethical consideration, data collection methods, and data analysis strategy .
• Findings and Analysis : Findings of the research are analysed in detail under the Findings and Analysis chapter. All key findings/results are outlined in this chapter without interpreting the data or drawing any conclusions. It can be useful to include graphs, charts, and tables in this chapter to identify meaningful trends and relationships.
• Discussion and Conclusion : The researcher presents his interpretation of the results in this chapter and state whether the research hypothesis has been verified or not. An essential aspect of this section is establishing the link between the results and evidence from the literature. Recommendations with regards to the implications of the findings and directions for the future may also be provided. Finally, a summary of the overall research, along with final judgments, opinions, and comments, must be included in the form of suggestions for improvement.
• References : Make sure to complete this following your University’s requirements
• Bibliography
• Appendices : Any additional information, diagrams, and graphs used to complete the dissertation but not part of the dissertation should be included in the Appendices chapter. Essentially, the purpose is to expand the information/data.

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How to find hrm dissertation topics.

For HRM dissertation topics:

• Research HRM trends and challenges.
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• Analyze employee well-being.
• Consider performance management.
• Select a topic aligning with your passion and career path.

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About the Program

The Wisconsin PhD in management and human resources develops scholars in the domain of management.

The program prepares individuals for careers in research and teaching at leading research universities. Our students achieve placements as assistant professors at top research universities.

Core Areas of Research

Student research is supported by faculty in five core areas:

Organizational behavior

Human resources

Organization theory

Students in our PhD program work closely with faculty members to contribute to significant advancements in the theory and practice of management, as evidenced by our recently published journal articles . Our faculty members are renowned scholars, leaders at the Academy of Management and the Strategic Management Society, and editors in top scholarly journals.

Academic Requirements

The admissions process is highly competitive. All students must meet the general PhD requirements of both the UW–Madison Graduate School and the Wisconsin School of Business.

Ideal candidates for our program possess a strong academic background at the undergraduate or graduate level and come from a variety of educational backgrounds. A degree in business is not a prerequisite for doctoral-level study, although such a background may be helpful.

Program Coursework

New students in our PhD program start by taking two years of coursework (a course is typically three credits, and a total of thirty-two credits is required). Courses are selected in consultation with the PhD coordinator and your advisor.

A substantial share of coursework may be undertaken outside of the business school. Students take a diverse array of seminars in the economics, sociology, psychology, statistics, and computer science departments, depending on their specific research interests. These may be theory or methods courses. Required coursework in research methods and statistics includes a minimum of 18 credits.

During the period of coursework, students will work closely with faculty on research projects. These interactions often lead to research collaborations in which the student becomes a co-author on published research.

The Management and Human Resources Department offers a slate of foundational PhD seminars across the group’s core areas of research: strategy, human resource management, organizational behavior, organization theory, and entrepreneurship. The department also offers two research methods seminars. These seminar offerings vary from year to year, although most are offered every second year.

Doctoral students are expected to take all PhD seminars offered by the department. From these courses you will declare primary and secondary concentrations (e.g., strategy is primary and human resources is secondary).

Preliminary exams

Preliminary exams are written at the end of the second year (usually in early summer). The exam takes place over two days and consists of four questions: two regarding your primary concentration, one on your secondary concentration, and one concerning research methods.

Upon passing the preliminary exam, students focus on their own research, developing and defending a dissertation. Throughout the PhD program, students participate as full and active members of our research community. The department runs vibrant internal and external speaker series, with both UW and visiting faculty presenting research. Our PhD students actively participate as speakers, presenting their ongoing research.

See Guide for all course requirements

Faculty Research Interests

Stav Atir Research interests: Knowledge Learning Confidence Judgment and decision making Gender bias View full profile Russell Coff Research interests: Competitive advantage Human capital Strategic management Innovation and creativity View full profile Jonathan Eckhardt Research interests: Student entrepreneurship and technology transfer Technology entrepreneurship Venture finance Entrepreneurship theory View full profile Martin Ganco Research interests: Entrepreneurship Employee mobility Innovation and technology Business strategy Complexity theory View full profile Barry Gerhart Research interests: Compensation Human resource management Incentives Staffing View full profile Florence Honoré Research interests: Entrepreneurship Human capital Employee mobility Strategic alliances Matching models View full profile Anyi Ma Research interests: Agency and community Gender and leadership Choice, control and freedom View full profile Jirs Meuris Research interests: Employee well-being and organizational performance Compensation and benefits Personal finances and financial decision-making Applications of behavioral science to public policy View full profile Alexander Stajkovic Research interests: Leadership and organizational behavior Reinforcement theory Social cognitive theory and self-efficacy Interaction between primed subconscious goals and conscious goals Core confidence View full profile Ann Terlaak Research interests: Business sustainability Corporate social responsibility Organizational learning Behavioral theory of the firm View full profile Charlie Trevor Research interests: Compensation Human resource management Consequences of employee turnover View full profile Chia-Jung Tsay Research interests: Decision-making Implicit biases Performance Expertise Policy View full profile Victoria Zhang Research interests: Social networks Norm-violations Behavioral change Computational social science View full profile Connect With Current Students

We encourage you to contact our doctoral students in management and human resources to hear their perspectives on the Wisconsin PhD Program.

View current student profiles

See Our Placement Results

Graduates of our PhD specialization in management and human resources have accepted tenure-track positions at top research universities.

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Ph.D. in Human Resource Management

Program information.

The doctoral program in human resource management (HRM) prepares students for success in research universities as faculty members specializing in human resources. Doctoral students work closely with faculty to gain research and teaching expertise in the various functions and activities carried out as part of HRM, including the relationship between these practices and organizational strategies, cultures, and performance.

Many HRM scholars specialize or focus on more micro-level work, such as researching the impact of specific HR practices (e.g., selection or training techniques) on individual-level measures of satisfaction or performance. Alternatively, macro-level HR (i.e., “strategic HRM”) scholars study the effects of systems of HR policies and practices on organizational-level outcomes. KU faculty have expertise at both levels, as evidenced by publications in prestigious outlets.

Application deadlines

Priority: December 15

Final: January 10

• Application requirements

Doctoral students work closely with faculty to gain research expertise in the various functions and activities carried out as part of HRM with a focus on the attraction, selection, retention, development, motivation, and utilization of individuals in organizations.

Part of our mission is to develop effective teachers. To that end, all doctoral students are required to teach at least two sections as independent instructors. The school and university prepare and reward doctoral students for excellence in teaching through various programs and awards.

Program details

View degree requirements and a detailed list of courses in the KU Academic Catalog .

Human Resource Management core courses note: BE 917: Business Economics, is preferred. Students coming into the program directly from an undergraduate degree may consider substituting BE 701: Business Economics, or ECON 700: Survey of Microeconomics. In the event a student has taken a graduate economics course prior to enrolling as a KU doctoral student, she/he may waive the requirement and substitute either an elective doctoral content course or a statistics/research methods course for this requirement.

• Comprehensive exams
• Dissertation proposal
• Dissertation defense

Some students can complete the program in four years.

Program faculty

• Howard Fitch/Fred Ball Professor
• Management and Entrepreneurship academic area

• Associate Professor

• Interim Area Director, Management and Entrepreneurship
• Neeli Bendapudi Professor of Management

Human Resource Management doctoral students

• Ph.D. Candidate

Ph.D. Program in Human Resources

Cornell university’s ilr school: a world leader in human resource management.

Cornell University is among the world’s most prestigious research universities — and its ILR School is the HR Studies leader. Cornell ILR focuses on the world of work with doctoral programs not only in HR, but also related fields such as organizational behavior, dispute resolution, labor relations, public policy and social statistics.

In a 2009 poll posted on the Academy of Management's HR Division listserv, members were asked, “If you were advising a top-notch student interested in pursuing a graduate degree in HR, what three schools would you recommend?” Scholars ranked ILR’s HR program as their top pick , citing Cornell’s program more frequently than any other.

Why Cornell’s Human Resources Ph.D. Program?

• Unmatched program breadth and depth
• Access to top scholars
• Guaranteed full funding
• Academic careers at top-notch universities

An Alumnus Perspective

“I had an awesome experience at Cornell. The professors were terrific, as were my fellow Ph.D. students. I could not have been better prepared to launch my career in teaching and research in human resource management.”

— Jeff Ericksen, Assistant Professor, School of Labor and Industrial Relations, Michigan State University (HR Ph.D. graduate)

Application Deadline: December 15th 

Contact information.

For more information on Cornell's Ph.D. in Human Resources program, please contact:

ILR Graduate Programs Office Cornell University 218 Ives Hall Ithaca, NY 14853

ph: (607) 255-1522 fax: (607) 254-5225 email: [email protected]

College of Education and Human Development

Department of Organizational Leadership, Policy, and Development

Human resource development PhD

Become an expert in developing individuals and organizations to unleash productivity. This Human Resource Development (HRD) track program prepares you to conduct research and provide sophisticated consultation into how workers acquire new knowledge and skills, relate to one another in complex social environments, and transition to management and leadership positions. You will learn how to see HRD theories and practices in larger economic, social, and political contexts, and you will be able to chart organizational paths for growth in those contexts.  

Your contributions to research will help organizations and systems all over the world better understand ways in which to create fair and equitable environments for their workforces, design programs that support workers and prevent burnout, and promote professional growth and satisfaction in employees.

Doctoral students in Human Resource Development gain the capacity to:

• Teach leadership, adult education, and human resource development courses.
• Serve as training and development consultants on program design and implementation.
• Resolve complex organizational and relational issues through innovative training and performance improvement techniques.
• Develop sophisticated measurements to analyze and diagnose organizational challenges.
• Conduct original research in the field and derive transferable insights and applications for local-to-international clients and industries.
• Faculty at a college or university
• Director of organizational effectiveness
• Head of organizational learning and development
• Executive coach or consultant

Departmental core (16 credits)

Professional socialization seminar

• OLPD 8011—Doctoral Research Seminar I (1 cr) [Take Fall term of first year]

Research courses

• OLPD 8015—Inquiry Strategies in Educational and Organizational Research (3 cr) [Take Spring term of first year]
• Quantitative course (3 cr inside or outside of department; with approval of advisor)
• Qualitative course (3 cr inside or outside of department; with approval of advisor)
• Additional methods courses (6 cr; with approval of advisor)

Total PhD credits required

48 credits of HRD coursework + 24 thesis credits = 72 total credits

Specialization (9 credits)

Courses must have advisor approval.

• One OLPD 8xxx level theory seminar (3 cr)
• Two or three 8xxx level seminars offered by various HRD faculty (2-3 cr each for a total of 6 cr)

Thesis credits (24 credits)

All Ph.D. students are required to register for 24 semester thesis credits after completing the preliminary oral exam. The 24 credits must be taken over two or more terms.

• OLPD 8888—Thesis Credits: Doctoral

Additional Research Courses (9 credits)

In addition to the research/methodology courses mentioned in the department core the following are required for students in the HRD track.

• 3 cr statistics course selected in consultation with advisor
• OLPD 8603— The Capstone Research Experience (6 cr.). This course is offered every other year. When it is offered take six credits over two semesters, three credits to be taken in fall semester and three credits to be taken in spring semester. Is usually taken during the second year or third year if the student is full-time.

Additional coursework (14 credits minimum)

Minimum of 14 credits required. These credits can be used to meet the requirement that a minimum of 12 credits be taken outside the HRD track or for a minor. Courses not specifically listed should have advisor approval.

How to apply

Admission deadline.

Application deadline: December 1 for a Fall semester start.

Fall semester start only.

Applicants may only apply to one OLPD track.

Applications are not complete until ALL required materials and fees have been received. If anything is missing, your application may not be considered. It is strongly recommended to apply at least two weeks before any submission deadlines.

Applications are processed by the Graduate School. A decision for admission notice will be emailed to you once your application is carefully reviewed by the department's admission committee and your transcripts and any credentials (test reports, diploma copies, etc.) are authenticated by Graduate School officials.

Admission Requirements

Degree : Master's degree or equivalent

GPA : Undergraduate 3.0; Graduate 3.5

GRE : Applicants should not submit GRE scores, as they will not be considered in the review process.

TOEFL/IELTS Scores (Not required for U.S. students): 

TOEFL: Internet based = 79 or above (21 writing/19 reading) IELTS = 6.5

Tuition and funding

Tuition information: CEHD | OneStop

Financial aid: CEHD | OneStop

Readmission

If a graduate student in an OLPD program has become inactive they must follow the readmission procedures .

Whether you seek reactivation after accidentally being discontinued this term or want to return after a long absence these are the steps needed to re-apply.

• Complete the proper online readmission application . If you have been away from the program less than five years use the Express Readmission Application and email it to [email protected] . All others must submit the Online Application for Readmission  
• Once received, the department will forward your application to the appropriate admissions committee. Readmission decisions are normally determined by the program’s admissions committee, not any one individual faculty member. Readmission is never guaranteed. Decisions for readmission are based on a review of previous progress toward degree completion, the proposed timeline for completion, the availability of faculty resources, and/or any additional application materials they may request from you. Individual programs/tracks reserve the right to readmit students under the current graduate program requirements, rules, and guidelines. They may also request an applicant to provide additional information prior to making a decision.  
• Once the committee makes their recommendation, the department’s DGS will sign off on the decision and forward the result to the central Graduate Admissions Office for processing. Once processed, you will be notified of the decision.

Individual department programs and tracks reserve the right to require readmitted students to retake coursework if they deem it appropriate. Readmitted students are also required to abide by current time-to-degree policies as determined by the University, which may differ from the policy in place when they first started the degree program.

Individuals seeking readmission to the Ph.D., Ed.D., and M.A. program tracks in the former EDPA, WHRE, and WCFE majors can only reapply to the appropriate program track under the Organizational Leadership, Policy, and Development (OLPD) major name.

Detailed application instructions

Click here to access the online application for admission.

Required fields in the application for admission are: Personal Information, Application Information, Educational Background, Languages, Awards & Activities, Employment/Residence Information, Financial Support, Applicant Statements #1 & #2, Recommendation Letters (limit 2), and  Resume or CV.  All other fields or application materials are optional , but will be taken into consideration if submitted.  

Fees:  Review information about application fees here.

Transcripts : Unofficial transcripts or academic records should be uploaded directly to the online application. Please do not mail in paper copies of your transcripts, there is no need for official transcripts or academic records for initial review. If you are admitted, the University will then request official copies of this material. Click here for more information about transcripts and credentials.

GRE scores are not only not required, they are not considered for applications to this program.

Statement #1, Personal Statement (required): Please provide a statement outlining your immediate educational and long-range career objectives in relation to your chosen field. If there is a particular faculty member with whom you wish to study, please give that person’s name and explain why you want to study with that person. You may also wish to include other information, such as any undergraduate research experience, internships, or other experiences you may have had to document your preparation for advanced study in your chosen field. If you are applying for the Ph.D.—CIDE/Leadership for Intercultural and International Education (LIIE) or the Ph.D—EPL/Executive cohort programs, indicate this in your statement as well. [Please do not exceed two pages.]

Statement #2, Diversity Statement (required): Enrolling and graduating a diverse student body is central to the University of Minnesota’s mission. Please write a statement that identifies the distinctive qualities, characteristics, and life experiences you would contribute to your graduate program and to the education of fellow students at the University of Minnesota. You may wish to include examples that address your contribution to the diversity of the student body and illustrate your motivation to succeed by setting high standards for accomplishing intellectual and other goals, overcoming obstacles to achievement, and/or helping others to gain access to the resources necessary for success. [Please do not exceed one page.] 

Statement #3: Extenuating Circumstances (optional): If your grades and/or test scores are not strong, and you would like to provide an explanation, please do so. [Limit 1200 characters.]

Two letters of recommendation (required). The strongest recommendations typically come from current or former professors who can assess your potential for graduate work. Other recommenders, such as employers, are also acceptable.

English Language Test Scores (TOEFL, IELTS, etc.) Click here for more information about TOEFL Scores . 

Common Ground Consortium Fellowship: If you wish to be considered for a Common Ground Consortium fellowship for African-American students indicate this by uploading your statement in the "Program Supplementary Information -Upload #1" section. The statement should briefly address the following: Given that the UMN is a public land grant institution, it is imperative that CGC scholars can both benefit personally from their membership in the program as well as further the university’s founding mission to contribute to scholarship that benefits the local and greater communities. Please describe how your participation as a CGC scholar would do the following: (a) enhance your graduate student experience, (b) prepare you for your chosen career, and (c) benefit the public.

We’re here to help. Simply complete this form and a member of our department will be in touch.

Organizational Behavior & HR Management

The Mitch Daniels School of Business PhD program in Organizational Behavior and Human Resource Management (OBHR) will provide you the personalized mentorship and rigorous educational platform from which to launch a successful academic career at a research-oriented university. 

By exposing you to classic and cutting-edge theories , literature streams, research methods, and analytical techniques, we will enable you to conduct exciting and impactful research and to effectively share discovered knowledge with fellow scholars, managers, and students in the U.S. and abroad.  We believe it critical to build your research skills from the outset of your time in our program such that your research record stands out in a highly competitive academic job market.

To that end, we will work one-on-one with you on research projects related to topics such as leadership and teams; work, family, diversity, and personal life; workplace fairness and justice; employee selection; international human resources; stress and burnout; employer branding and recruitment; counterproductive work behaviors; and workplace interventions, training, and employee engagement.

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75+ Human Resources Dissertation Topics in 2024

Manali Ganguly ,

Mar 4, 2024

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The most trending HR dissertation topics include Remote Work and Employee Engagement, Leadership Style and Employee Motivation, HR Analytics and Strategic Decisions, and Role of Strategic HRM in Improving Employee Performance among others.

Table of Contents

Popular HR Dissertation Topics in 2024

How to write an hr dissertation.

Top HR dissertation topics are the Role of Organisational Culture in the Well-Being of Employees, Best Practices in HR Strategy, the Effect of Leadership Style on Employees, the Role of HR in Improving the Performance of Employees, and many others.

Enrolling in the MBA in Human Resources Management or a Diploma course in HR Management will require the students to work on a dissertation and thesis. The students must be well-acquainted with the style and pattern of writing a dissertation before starting one. The present article aims to discuss the most trending HR dissertation topics.

What is a Human Resource Dissertation?

A Human Resource dissertation is a research work that is done by the candidates upon enrolling in the Human Resources Management course. Any one topic is selected for a human resource dissertation. An elaborate amount of research is done on the topic while preparing the dissertation.

It is important to make the dissertation unique. A dissertation follows a few parameters and a certain style. It is important to understand the topic deeply before starting with the dissertation.

Students working on a dissertation must make a wise choice with respect to the topic of the dissertation. There are plenty of trending HR dissertation topics available. These topics can be categorised under various heads. The most trending topics in 2024 are:

1. HR Dissertation Topics on Organisational Culture

The HR dissertation topics on organisational culture are:

• The impact of cross-culture HRM on the success of a business
• HR management and its impact on the overall management of the workforce
• How organisational culture and HRM practices are interdependent and how they build the work environment
• Balancing the differentiation and standardisation of human resources management
• Cultural disharmony among employees with respect to work and the impact on the management
• How the organisational culture can be changed for good by the human resource management system
• Balancing productivity and cultural transformation in the organisation
• The impact of cross cultural competence on the newly emerging companies
• The impact of organisational culture on the mental well being of the employees
• How the leadership plays a vital role in shaping the organisational culture

Also Check:  Thesis Vs. Dissertation - Meaning, Differences and Similarities

2. HR Dissertation Topics on Risk Management

The HR dissertation topics on risk management are shared below for the students to choose:

• Formulating policies for risk management
• HR audit in the company
• Minimization of risk and its effect on the productivity of the employees
• Safety policies and the impact on the work culture of the organisation
• Safeguarding policies in favour of employees during crises: How it motivates the employees
• Formulating special and unique policies that averts the risk faced by the employees
• Is it right to keep firearms in the workplace? How does it motivate or demotivate the workforce?
• The connection between employee protection and training and leadership.

Also Check:  MBA Risk Management: Course Details, Eligibility, Admission, Fees

3. HR Dissertation Topics on Learning and Development

Following are the HR dissertation topics on the learning and development of the employees:

• Training and development of the staff
• HR analytics and metrics and their effect on the work culture
• The effect of learning and development techniques on the productivity levels if the employees
• HR policies regarding learning and development programs in small and medium-scale enterprises
• How learning programs develop organisational competence
• How effective is microlearning in the training and development of employees?
• Role played by the platforms for learning on the development and training of the employees
• Gamification and corporate learning
• The role of cross-culture learning and development programs in the progress of the company
• Is VR training effective in the acquisition and retention of employees?
• HRM and new programs for the onboarding of employees
• How do the learning and development programs affect employee engagement in an organisation?
• How crucial is mentoring in the learning, development and performance of the employees?

Also Check: List of MBA HR Project Topics for Students

4. HR Dissertation Topics on Strategy

The HR dissertation topics based on strategies are given below:

• Strategic planning of succession to create the future leadership
• How important is a strategic approach of human resource management for employee retention?
• The role of the HR and the management in bringing a strategic change in the organisation
• Sustainable strategies formulated by the HR for enhancing employee performance and employee retention
• How crucial is employer branding in talent acquisition and retention?
• HR strategies to improve the performance of employees
• Strategic planning of the workforce for the development of business
• What role does an HR play in driving the creativity and innovation in an organisation?
• How do HR strategies influence the goals of an organisation?
• The role of digital transformation in shaping HR strategies
• How value-based strategies influence employee performance and engagement
• The role of intrinsic motivational strategies in the development of the organisation

Also Check: Courses After MBA HR: Eligibility, Advantages, Career Scope

5. HR Dissertation Topics on Diversity

The HR dissertation topics based on cultural diversity are mentioned below:

• Investigating the difference between discrimination and diversity: How they impact organisations
• Managing diversity through HRM: A conceptual framework and an international perspective
• Managing diversity in the public sector: How do companies manage to remain successful?
• Managing cultural diversity in human resource management
• The managerial tools, opportunities, challenges and benefits associated with diversity in the workplace
• Investigating the challenges of exclusion and inequality in organisations: Assessing HR’s role.
• How does HRM Help in managing cultural differences and diversity
• Can HR eliminate diversity-related discrimination in workplaces? Assessing its role
• Training managers for diversity: How difficult is it for the companies and HR
• Training the newly hired staff for diversity in a large and diversified business organisation

5. HR Dissertation Topics on Performance Management

The HR dissertation topics on performance management are given below for the students to choose:

• Investigating different performance management techniques for retaining employees
• The role of performance management activities in improving employees’ skills and abilities
• Managing performance of workers through performance management techniques: A case study of Google
• Employee performance and performance management systems: A qualitative study
• Performance management examinations in human resource management of profit-oriented organisations
• Exploring the essential elements of the performance management framework
• Human resource management practices and business performance: The role of environmental uncertainties and strategies
• The efficacy of performance management systems in the UK’s retail industry
• Towards a framework for performance management in a higher education institution
• Should wages be capped through performance management: A qualitative study

6. HR Dissertation Topics on Employee Motivation

Following are the human resource dissertation topics based on employee motivation:

• To investigate the role of motivation in HRM: A study highlighting the most important motivation factors for future business leaders
• Employee satisfaction and work motivation: Are they both related?
• Evaluating the Role of Employee motivation in performance Enhancement
• Human resource management: Motivation among workers in large and diversified business organisations
• Effects of motivational programmes and activities on employee performance
• Does motivation play a role in decreasing employee turnover? A case study of British Airways.
• Motivation and performance reward: Are the two interrelated?
• Work productivity and the role of employee motivation programmes and activities
• To discuss the role of employee motivation in relation to retention levels
• Differences and similarities between traditional and contemporary theories
• The role of employee empowerment in employee motivation and satisfaction at British Petroleum.
• The impact of open communication in improving employee engagement at Zara

The most crucial part of the dissertation is choosing the right topic. It is important to understand the topic. There are a number of HR dissertation topics available. The topic must be interesting so that enough research can be done. The best topic would be something relating to the sociological situation.

The most important features of a dissertation topic are given below:

• Research Method: The research methods used for the collection and analysis of data must be outlined in the dissertation.
• Literature Review: It is important to understand the context of the topic chosen for the dissertation. This will avoid gaps and loopholes in the work.
• Originality: The work of the dissertation must retain its originality, which means that there should be new findings and perspectives to the research.
• Discussions: There should be ample discussions on the topic and in favour of the perspective presented in the dissertation.
• Conclusion: The conclusion drawn for the HR dissertation topic must be original. This is to say that the conclusion should show the findings derived through research on the topic made by the student.
• Citation: This is the most important part of a work of dissertation. There should be citations and references to the works referred to. This upholds originality, removing chances of plagiarism.

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PhD in Human Resource Management

The SHRM PhD program is designed to provide our graduates with the necessary training to become successful researchers and educators at any major educational institution around the world. Our full-time PhD program in HRM is distinguished by its diverse methodological approaches to research and emphasis on pedagogical training. Graduates of our program will acquire sophisticated skills in academic scholarship, and possess the competencies required to teach at the post-secondary level.

Why join the PhD program at the School of HRM?

Graduate Program in HRM—PhD degree (.pdf)

Impactful.  The PhD program in the Human Resource Management at the School of HRM is designed to prepare future academics who wish to conduct impactful research and teach at major research-oriented institutions. Our students are exposed to major theories, research methods, and work-related and organizational literature.

Engaging.  You will study in a vibrant and intellectually stimulating environment designed for those wishing to develop the skills necessary for a successful academic career.

Customized.  As a PhD student you will work closely with faculty who share your research interests, are working on similar areas of research, or can provide a new perspective. Our diverse faculty members in HRM are well known for their research and scholarly insights on a wide range of topics.

Life in the PhD program:

• Study in small classes (seminars) and form close working relationships with other students and faculty
• Engage in rigorous scholarly training to develop high-quality research skills
• Experience leading-edge research training
• Participate at academic conferences that provide opportunities for doctoral students to share ideas and to network
• Receive the academic guidance necessary to successfully complete the program in a timely manner.

Our Graduates

In an increasingly complex global economy, our PhD graduates are ideally equipped to think through the challenges of people management and contemporary business. Our PhD graduates are an extremely diverse group of scholars from many cultures and backgrounds, and are sought after by universities, government, and industry worldwide. 86% of our graduates in the last 3 years obtained reputable tenure track academic positions in Canada, the United States, and Europe.

The Graduate Program in Human Resource Management at York is an exciting environment to pursue innovative, socially engaging, career-ready education. Contact our Graduate Program Assistant to learn more.

Connect with Human Resource Management

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PhD Specialization in Human Resources

The primary goal of the Management and Human Resources PhD program is to develop top-class researchers in the field of management, with specializations in the areas of entrepreneurship, human resource management, international business, organizational behavior and strategic management.

The specialization in Human Resources (HR) is dedicated to understanding how work organizations can perform more effectively by better management of their human resources. That is, we are interested in understanding, identifying, and improving the effectiveness of HR practices (whether in the U.S. or in other countries) in the various functions and activities carried out as part of HR, and determining the optimal fit between these practices and organizational strategies, cultures, and performance.

Important research areas include recruiting, employee selection, performance management, learning, training and development, total rewards (compensation and benefits), and strategic human resource management.

Our faculty studies HR from theoretical perspectives based in economics, psychology, sociology, and management using both quantitative and qualitative research methods. Typically, our faculty’s research investigates issues that contribute to the academic discipline as well as inform practice.The emphasis is on studies at the individual, team or group, organizational, and crosslevels of analysis. Our faculty also examines topics that can be considered to be in the realm of organizational behavior including work-family balance, job and work design, and teams. Also, our HR research is not limited to any one type of industry. We study practices within industries such as the middle markets, call centers, the military, restaurants, and hospitals as well as non-profits such as fire departments.

10 Reasons to Choose to Study at OSU

• High Productivity: Our program was ranked #4 in the 2021 TAMUGA management research productivity ranking ( http://www.tamugarankings.com/rankings/2021-2/ ).
• Strong Student-Faculty Ratio: Our PhD program, with 13 faculty members specializing in Organizational Behavior/Human Resources (OB/HR) and a selective cohort of 5-7 doctoral students, ensures personalized attention and mentorship. This structure offers students abundant opportunities to collaborate with a diverse faculty, each contributing unique expertise and skills.
• Benjamin Campbell, Associate Editor at Strategic Entrepreneurship Journal
• Tracy Dumas, Senior Editor at Organization Science
• Jia (Jasmine) Hu, Associate Editor at Journal of Applied Psychology
• Kaifeng Jiang, Associate Editor at Personnel Psychology
• Howard Klein, Editor-in-chief at Human Resource Management
• Tanya Menon, Associate Editor at Management Science
• Raymond Noe, Former Associate Editor at Journal of Organizational Behavior
• Bennett Tepper, Former Associate Editor at Academy of Management Journal
• Steffanie Wilk, Former Senior Editor at Organization Science
• Editorial Board Representation: Our OB/HR faculty members serve on the editorial boards of numerous top-tier outlets, including Academy of Management Journal (2 faculty), Journal of Applied Psychology (3 faculty), Organizational Behavior and Human Decision Processes (4 faculty), Personnel Psychology (2 faculty), and Journal of Management (4 faculty).
• Five of our esteemed faculty members - Jasmine Hu, Timothy Judge, Howard Klein, Raymond Noe, and Bennett Tepper - have been honored as Fellows of the Academy of Management and/or the Society for Industrial/Organizational Psychology. Each of these distinguished scholars has amassed nearly or over 10,000 citations on Google Scholar.
• Three of our faculty members - Timothy Judge, Howard Klein, and Raymond Noe - hold high rankings on the list of "Most-cited Authors in Popular Industrial-Organizational (I-O) Psychology Textbooks," as per the study by Aguinis et al., 2017.
• Jasmine Hu, Kaifeng Jiang, Timothy Judge, Raymond Noe, Bennet Tepper were recognized as “ World’s Top 2% of the most-cited scholars and scientists ” (2022) 
• Timothy Judge holds the distinction of being the most highly cited academic in the field of business and management among those whose first publication appeared between 1990 and 1999 according to a recent study by Dr. Harzing.
• Jasmine Hu, Timothy Judge, and Bennett Tepper have been recognized as among the most productive and most-cited leadership scholars, as noted in studies by Arici et al., 2021, and Zhao and Li, 2019.
• Our faculty have frequently earned prestigious recognitions such as the 'Best Paper' award (most recently won by Kathleen Keeler in Academy of Management Review in 2021), and the 'Best Reviewer' award (most recently bestowed upon Hun Lee in Journal of Applied Psychology in 2022).
• Our faculty have utilized their expertise to author textbooks in the OB/HR field (e.g., Timothy Judge and Raymond Noe).
• Two of our faculty members, Jasmine Hu and Robert Lount, have been recognized as "Best 40 Under 40 Business School Professors" by Poets and Quants.
• Successful Alumni: Our recent OB/HR alumni hold tenure-track positions at research-intensive institutions, including Sarah Doyle (University of Arizona), Hee Man Park (Penn State University), Seunghoo Chung (Hong Kong Polytechnic University), Carrie Zhang (Wayne State University), and Yuhan Zhan (Florida International University).
• The Fisher Leadership Initiative ( FLI ): With Tim Judge as the executive director, FLI provides additional resources and opportunities for conducting research.
• Networking Opportunities: Our faculty, highly esteemed and well-connected within the field, can assist students in expanding their professional networks. We organize social and professional gatherings on a regular basis.
• Vibrant Location: Columbus is frequently acclaimed as one of the most livable cities in the United States, particularly favored by Millennials and Young Professionals. It is celebrated for its diverse business landscape, dynamic neighborhoods, and an exciting fusion of arts, culture, and culinary delights  (Sources:  Far & Wide , Forbes , NYTimes ,  CommercialCafe ,  ExperienceColumbus ).
• Affordable Living and Strong Financial Support: Residing in Columbus is relatively cost-effective, with the cost of living being lower than the national average. OSU offers a competitive financial support package for PhD students. Furthermore, we have increased the PhD student stipend in 2023, further enhancing the financial benefits of our program.

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TOP 20 PHD IN HUMAN RESOURCES PROGRAMS

• Published October 6, 2018
• Last Updated July 19, 2024

Find Your Degree!

This article features the top 20 Ph.D. Programs in Human Resources.

Human resources is a flexible and lucrative career choice. In this field, graduates can land a position at any degree level. And many jobs in human resources only require a bachelor’s or master’s degree. However, a doctorate in human resources is needed for high-level leadership roles in the field. 

A Ph.D. in human resources typically takes three to five years to complete. And these doctoral programs are often rigorous and competitive. At many colleges, only a handful of applicants are accepted into the Ph.D human resources programs. However, those that do often enjoy full tuition, stipends, and other financial assistance. 

In this post, we’ve listed some of the best doctoral programs for human resources in the nation. Some are highly competitive on-campus doctoral degree programs only available to full-time students. Others offer more flexible human resources online options. If you’re considering pursuing a Ph.D. program in human resources, this list of the best doctoral programs has you covered. 

Ph.D. Human Resources Methodology

To identify the top 20 Ph.D. human resources programs, we started with a search on NCES College Navigator. From there, we created a list of colleges offering doctoral programs in human resources.

From our list, we created a rating system (seen below) to select our top 20 Ph.D. in human resources programs. Where there were ties, we favored the doctoral programs with the lower graduate tuition rate. Please note that the tuition rates listed are based on in-state costs per academic year. The costs for non-residents or for online doctorate degree students may differ.

Student-to-Faculty Ratio

• 15:1 or less= 3 Points
• Greater than 15:1= 1 Point

Average Graduate Tuition Rate

• Less than $15,000 per year= 5 Points
• Between $15,000 and $20,000 per year= 3 Point
• More than $20,000 per year= 1 Point

Overall Graduation Rate

• Greater than 80%= 3 Point
• 80% or Less= 1 Point

Below are 20 schools that offer the best human resources doctoral programs:

Summary of Top 10 Ph.D. Human Resource Programs:

Ranking the Top 20 PhD Programs in Human Resources

#20 – regent u n iversity – virginia beach, virginia.

Ph.D. in Organizational Leadership

Average Graduate Tuition Rate: $15,590

Accreditation: Southern Association of Colleges and Schools Commission on Colleges

Doctorate in Human Resources Score: 5

Regent University offers a Human Resources online online doctorate degree. Students in this doctoral degree program will earn a Ph.D. in Organizational Leadership. This human resources program requires a total of 60 credit hours. There are five concentrations to allow students to customize the program to align with their academic goals. They include:

• Ecclesial Leadership
• Entrepreneurial Leadership
• Human Resource Development
• Individualized Studies
• Organizational Leadership

The online doctorate degree program prepares students to influence organizations as leaders, scholars, and teachers. And they will focus on both leadership theory and practices. This research-based degree is taught from a Christian worldview. Some of the core courses include:

• Quantitative Research Methods
• Qualitative Research Methods
• Contemporary Perspectives in Organizational Leadership Theory
• Organizational Theory & Design
• Group Behavior

To be considered for the doctoral degree, candidates must have a master’s degree in HR or a related field. 

Related: Online Master’s in Human Resources in Virginia

#19 – Cornell University – Ithaca, New York

MS/Ph.D. in Human Resources 

Average Graduate Tuition Rate: $29,500

Accreditation: Middle States Commission on Higher Education

Doctorate in Human Resources Score: 7

The next doctoral degree program is through Cornell University’s School of Industrial and Labor Relations. This Master’s Degree to Ph.D. in Human Resources focuses not only on HR but on several related fields. Students in the program will earn both a master’s degree and a doctoral degree in human resources.

The program is designed for close collaboration among faculty and students. Only about 25 students are part of each year’s cohort. And this allows candidates to work on joining publications and advanced research projects. An impressive student to faculty ratio of 9:1 ensures you will get the personalized attention you need. Some of the PhD human resources courses may include:

• Strategic Human Resource Management
• Labor Relations Strategy 
• Navigating Power Relationships
• Diversity and Cross-Cultural Teams
• Coaching Skills for Leaders
• Organizational Behavior: Managing Change
• Negotiation Skills
• Agile Project Management Approaches

Candidates admitted to Cornell’s Human Resources Master’s Degree and Ph.D. program can expect full funding and placement support.

#18 – University of Pittsburgh – Pittsburgh, Pennsylvania

Ph.D. in Organizational Behavior & Human Resource Management

For more information: University of Pittsburgh

Average Graduate Tuition Rate: $24,118

The University of Pittsburgh has one of the nation’s best Ph.D. in human resources programs. This OBHR program focuses on contemporary topics in human resource management. And students develop a multidisciplinary understanding of core foundations in the field. Students in this doctoral degree program learn to be effective and foreward-thinking human resources managers.

The program is offered through the Katz Graduate School of Business. And it follows a unique mentorship model. Doctoral students work with faculty to co-author research articles and complete projects. Generally, only two new candidates are accepted each year. This allows doctoral students to receive one-on-one faculty attention. Some of the courses in this human resources management Ph.D. include:

• Foundations of Organizational Behavior
• Psychology of Small Groups
• Analysis of Variance
• Applied Regression Analysis
• Work and Organizations
• Structural Equation Modeling

Most students can complete the doctoral degree program in five years. This includes two years of coursework and comprehensive exams. The final three years involve dissertation research, overview, and defense.

The HR Doctoral Program provides a generous financial aid package. Admitted human resource PhD students receive $27,000 per academic year plus an annual fellowship of $10,000.

Related: Online Master’s in Human Resources in Pennsylvania

#17 – Michigan State University – East Lansing, Michigan

Ph.D. in Human Resources and Labor Relations

For more information: Michigan State University

Average Graduation Tuition Rate: $19,714

Accreditation: Higher Learning Commission

Michigan State University features a Ph.D. in human resource management. This rigorous program develops professional HR and labor relation scholars. And candidates learn the skills needed to become high-level human resources managers. Students will be part of a vibrant culture of faculty and peers. And together, they will work to conduct meaningful research. There are four major components of the curriculum. They include:

• Required plus elective coursework
• An independent research paper
• A comprehensive exam
• A dissertation

Doctoral students will need a minimum of 60-semester credits to graduate. However, some transfer credits may be approved on a case-by-case basis. Admission is competitive, with a limited number of prospective students admitted each year. However, those that are accepted receive full funding. This includes tuition, health insurance, and research support. The program is strictly full-time, so it represents a significant commitment.

#16 – University of Minnesota – Minneapolis, Minnesota

Ph.D. in OLPD Human Resource Development

For more information: University of Minnesota

Average Graduate Tuition Rate: $17,844

U of M offers a Ph.D. in Organizational Leadership, Policy, and Development. This human development track prepares students for a wide range of career opportunities. Possible future roles include:

• Faculty at a university or college
• Executive consultant or coach
• Director of organization development and learning
• Director of organizational effectiveness

This 72-credit doctoral degree program can be completed in three to five years of full-time study. New students are admitted in the fall semester. Forty-eight hours of HRD coursework plus 24 thesis credits are required. The work includes the following:

• Departmental core courses
• Professional socialization seminar
• Doctoral research seminar
• Research courses (including qualitative and quantitative courses)
• Specialization courses

To apply, students must have a master’s degree in HR or a related field. Financial assistance options are available for Ph.D. students. They include federal financial aid, loans, grants, fellowships, and assistantships. 

#15 – Sullivan University – Louisville, Kentucky

Ph.D. in Management – Human Resource Leadership

Average Graduate Tuition Rate: $15,840

Sullivan University offers a Human Resources Online PhD. in Management. This doctoral degree is designed to prepare candidates for leadership roles in their organizations. Students will focus on both research and practical skills. And they can customize the online doctorate degree with one of four concentrations:

• Strategic Management
• Conflict Management
• Human Resource Leadership
• Information Technology Management

For the Human Resource Leadership concentration, students will take core management courses. Plus, they will take classes related to concentration. Some courses for this human resources online degree include:

• Organizations and External Environments 
• Human Capital Management 
• Managing Innovation and Change in Organizations
• Workforce Analytics and Technology 

The impressive student to faculty ratio of 9:1 ensures all candidates receive personalized instruction. In addition, many students partner with faculty on research, writing, and presentation projects. Sullivan also encourages a cohort model for this online doctorate degree. This allows candidates to develop connections among fellow students, instructors, and other HR professionals.

This online human resources doctorate program is highly flexible. No on-campus residencies are required. And students can complete the program full or part-time.

#14 – University of Illinois at Chicago – Chicago, Illinois

Ph.D. in Business Administration: Human Resource Management

For more information: University of Illinois at Chicago

Average Graduate Tuition Rate: $13,927

UIC offers a Ph.D. in Business Administration with an HRM Emphasis. Students in the program will explore a variety of topics related to HR. They will also gain professional research skills. The doctorate in human resources program is offered to full-time students only. And it requires a four to five-year commitment. Human resources students are required to take seminars in:

• Human Resources
• Organizational Development
• Research Methods
• Education Psychology

Admission to the HR business administration program is highly competitive. As a result, only a few new students are admitted each year. This maintains high student-faculty interaction. Students work with peers and faculty on several research projects throughout the program. And almost all students graduate having their research work published in peer-reviewed journals.

#13 – Bellevue University – Bellevue, Nebraska

Ph.D. in Human Capital Management

For more information: Bellevue University

Average Graduation Tuition Rate: $10,980

Bellevue University offers an executive-level Ph.D. in Human Capital Management. This doctoral program approaches HR from a unique angle. Students are taught to treat employees as valuable assets. And they learn how to invest in and serve the workforce to align with business goals. They also gain a psychological understanding of organizational dynamics and leadership. 

A total of 51 credit hours are needed to meet the requirements for this doctoral degree. Students work through the program by completing four learning modules and a dissertation. They will collaborate with expert faculty and peers from all over the country. Some of the courses in this Ph.D. program include:

• Human Capital Development and Productivity
• Economics of Human Capital Valuation Issues
• Human Learning and Decision Making
• Research in Organizations
• Introduction to Human Capital Modeling and Research

The dissertation involves an applied research project. And students will use this project to address a real-world problem in an organization. The dissertation Chair must approve the topic and research plan. However, it is generally conducted in an organization to which the student has access. 

Students can complete the doctoral degree program entirely online. Candidates must have at least five years of professional experience. And they will also need to have a master’s degree in HR or a related field. 

#12 – Colorado State University – Denver, Colorado

Ph.D. in Education and Human Resource Studies

For more information: Colorado State University

Average Graduate Tuition Rate: $10,834

Colorado State University offers a hybrid Ph.D. in Education and HR Studies. Students in this program will complete some classes online. However, they will also need to meet bi-weekly on Saturday mornings. These classes take place at the CSU extended campus in Denver. The program focuses on organizational learning, performance, and change. Candidates will develop skills in research, analysis, decision-making, and more. A few of the courses include:

• Organizational Learning, Performance, Change
• Workforce Development
• Theory and Practice of Change 
• Scenario Planning in Organizations
• Social, Cultural, and Political Foundations of the Workplace 

Students work closely with faculty mentors on their coursework. And they will also collaborate with mentors to develop and complete their dissertation research. While some classes are in person, the online portion also facilitates collaboration. Students follow a cohort of about 20 students. And they complete small group activities that are an integral part of the program.

The program is selective, and the school chooses a diverse group of candidates each year. Applicants should have significant work experience in the field. Throughout the program, they will be challenged to present their research at conferences. And they will also be publishing their research in relevant publications. The entire program can be completed in four years or less. 

#11 – Old Dominion University – Norfolk, Virginia

Ph.D. Occupational and Technical Studies concentration, Human Resources – Training emphasis

Average Graduate Tuition Rate: $10,207

Old Dominion University offers a unique online Ph.D. in Human Resources. It’s an occupation and technical studies concentration. However, there is a human resources training emphasis. This program prepares students to work as training and development specialists in a number of industries. Several publications have ranked it as one of the Best Online Human Resources doctorate programs. 

The program requires a minimum of 60 credit hours. And there are two summer residencies required. These are each two weeks long and take place on the Norfolk campus. However, other than the residencies, no other campus visits are required. Online students will complete core courses, electives, and a dissertation. Some of the courses for this human resources online program include:

• Trends and Issues of Economic and Workforce Development
• Principles and Practices of Human Performance Technology
• Research Design and Analysis
• Human Performance Assessment
• Instructional Systems Design

Courses are organized into online learning modules. Each has a defined learning objective and must be completed on time. However, there is still a lot of flexibility with this online human resources program. Candidates can complete some classes on their own time. And other classes will meet at specified times online. You can log in from anywhere with a high-speed internet connection. 

See Also: 5 Careers for a Human Resources PhD Graduate

#10 – University of Southern Mississippi – Hattiesburg, Mississippi

Doctor of Philosophy in Human Capital Development

Average Graduate Tuition Rate: $9,094

The University of Southern Mississippi offers a Ph.D. in Human Capital Development. This internationally-recognized program provides a think-tank environment. And it prepares candidates to work across a range of industries. This is one of the most affordable PhD programs on our list.

Students interact with faculty who bring real-world instruction into the classroom. Plus, all candidates gain a thorough understanding of topics such as:

• Organizational Culture
• Performance Improvement
• Change Leadership
• Human Capital Analytics
• Strategic Planning

The program is not a fully online human resources degree. Instead, it is offered in a hybrid format. It combines on-campus learning with online instruction. A minimum of 54 graduate hours are required to complete the program. Some of the courses include:

• Workforce Development Models 
• Change Leadership in Human Capital Development 
• Advanced Workforce Analysis 
• Design & Development for Performance Improvement
• Research in Human Capital Development 
• Emerging Technologies for Human Capital Development 

The program is offered through the School of Leadership. Federal financial aid is available. However, students should also consider research or teaching assistantships. The university has 900 assistantships available in all areas. Assistants receive tuition waivers and stipends to help cover the costs of their education and research. 

Related: Online Master’s in Human Resources in Mississippi

#9 – University of Texas at Tyler – Tyler, Texas

Ph.D. in Human Resource Development

Average Graduate Tuition Rate: $6,264

The University of Texas at Tyler offers a Ph.D. in HR Development. This 60-credit-hour program is designed to help candidates advance the HR profession. And it teaches strong leadership skills for those pursuing government, industry, and education roles. This is a partially online human resources program that requires only five campus visits per semester. The rest of the program can be completed online. Students will conduct research in HR practice and theory. And they will work with faculty and cohorts on various projects. 

The program is offered through the Soules College of Business. To be considered, students must have a master’s in HR or a related field. They must also have a 3.0 GPA (on a 4.0 scale) on their previous coursework. Admission takes place in the fall of each year. Some of the courses in the online human resources program include:

• Leadership Theory and Practice
• Talent Management and Development
• Foundations of Qualitative Research
• Proposal Development
• Organizational Consulting
• Organizational Intervention Approaches

Candidates will take a Proficiency Examination after completing all coursework. They will then complete a dissertation of original research. This requires a minimum of 12 credits. Students have five years to complete the program after being admitted as candidates. Federal Financial aid and other financial support is available for this PhD program. However, at under $6,300 per academic year, it is one of the most affordable PhD programs on our list.

#8 – Rutgers University – New Brunswick, New Jersey

Ph.D. in Industrial Relations & Human Resources

For more information: Rutgers University

Average Graduation Tuition Rate: $18,180

Doctorate in Human Resources Score: 9

Rutgers University has an excellent HR doctorate program. It is offered through the School of Management and Labor Relations. Students in the program graduate with a Ph.D. in Industrial Relations and Human Resources (IRHR). And this program qualifies graduates for roles in research or academia. Students will work closely with leading scholars to develop their skills. There are two primary areas of focus:

• Human Resource Management
• Labor, Work, and Society

Students may also pursue an optional sociology concentration. 

This is a full-time on-campus program. And it includes coursework and an apprenticeship component. Students will conduct research side by side with peers and faculty. And this requires a significant time commitment. However, most students can complete the degree in about five years. Some of the courses include:

• Human Resources: Micro Foundations
• Organization Theory
• Multilevel Theory and Research 
• Global Human Resource Management
• Knowledge Management
• Corporate Governance

Candidates are expected to be involved in research throughout the program. Each student is assigned a research advisor who will provide annual assessments. 

#7 – Johnson & Wales University – Providence, Rhode Island

Doctor of Business Administration – Organization Development

Average Graduate Tuition Rate: $14,706

Accreditation: New England Commission of Higher Education

Johnson & Wales University offers a DBA with a concentration in Organization Development. This program is ideal for those seeking a Ph.D. in human resources online. The degree teaches the research and practical skills needed for high-level leadership roles. Students learn to address complex business challenges and become innovators in their organizations. 

This human resources online program requires no campus visits. Students work with a group of cohorts from different industries. And they will have the opportunity to collaborate on a variety of projects. Cohorts generally include 12 to 18 students. This way, candidates are ensured personalized attention from faculty members. Some of the courses include:

• Organizational Strategy and Design
• Innovation and Change
• Contemporary Leadership Issues
• Executive Decision-Making
• Research Design

Online students can complete the degree in three years by following the prescribed sequence. The program culminates in a written dissertation and oral defense. However, the university has a unique lock-step dissertation model. This model is designed to guide students smoothly through the dissertation process. 

All faculty members hold terminal degrees and are human resource professionals in their fields. Candidates will receive ongoing career development assistance from their faculty mentors. And they will establish a network of support that will assist them long after graduation. 

See Also: The Top 10 Best HR MBA Programs

#6 – University of Illinois at Urbana-Champaign – Champaign, Illinois

Human Resources Ph.D.

Average Graduation Tuition Rate: $14,635

The University of Illinois at Urbana-Champaign offers a Ph.D. in human resources. And it is considered one of the top phd programs for HR in the country. This program is excellent for students who want to pursue an academic career in employee relations. New students are accepted into the program each fall. Some of the courses include:

• Employment Relations Systems
• Workplace Dispute Resolution
• Negotiation in Human Resource Decisions
• Organization Fundamentals for HR
• Successful Change Management
• HR Planning and Staffing
• Diversity Issues in Recruiting and Staffing

This program encompasses the interests and backgrounds of a wide range of individuals. And students will develop collaborative relationships with many of these individuals. These HR professionals include those in industrial relations, human resources, economics, education, and more. 

All doctorate in human resources students are awarded a substantial financial aid package. It includes a tuition waiver, stipend, and research support. Doctoral students may also receive financial support for travel to conferences.

#5 – Ohio State University – Columbus, Ohio

Ph.D. in Management and Human Resources

For more information: The Ohio State University

Average Graduate Tuition Rate: $11,560

OSU features Management and Human Resources Ph.D. program. It is designed to train students to become top-class researchers in management. In addition, the program offers specializations in the following:

• Entrepreneurship
• International Business

Students can expect to study HR from theoretical perspectives. These are rooted in psychology, sociology, and management. The human resources program is designed as a full-time program due to its academic rigor. However, students can complete their degrees in four years. 

The Ph.D. program at OSU has a unique structure. Students will need to complete 80 credit hours, including:

• 21 required seminars within the department
• 12 required statistics courses
• 12 “breadth” courses outside of the department
• 20 other elective courses
• 15 dissertation credits

Students will also complete a year-long assistantship and exams in years one and two. In addition, they will complete their dissertations in years three and four, including an oral defense. And candidates will teach one course independently each of those years. 

OSU strives to offer its doctorate in human resource students full tuition support. In addition, most doctoral students can receive a Graduate Assistant (GA) Fellowship. The fellowship covers insurance, tuition, and a monthly stipend. Generally, students with acceptable academic performance can continue receiving support each year. The amount of funding is determined each year by the Department Chair. 

#4 – University of Wisconsin – Madison, Wisconsin

For more information: University of Wisconsin

Average Graduate Tuition Rate: $10,728

The University of Wisconsin-Madison offers a Ph.D. in human resources. It is one of the most affordable PhD programs on our list. This program is ideal for students seeking a career in research and teaching. And students typically achieve placements as assistant professors at leading research universities. Candidates can choose from five key research areas, including:

• Organizational Development/Behavior
• Organizational Theory

Candidates need a total of 32 credits to complete the program. And new students begin by taking two years of coursework. The courses are selected with the help of an advisor and Ph.D. coordinator. At the end of the second year, students will take preliminary exams. Following this, they will begin working on their dissertations. 

Some of the coursework may be taken outside of the business school. The courses will depend on the student’s specific research interests. However, they may include coursework in statistics, sociology, psychology, economics, and other areas.

All HR Ph.D. students receive a generous funding package. In addition, top-performing candidates may be considered for additional scholarships and fellowships. In general, most candidates are eligible to receive the funding for five years. 

#3 – Northcentral University – Minneapolis, Minnesota

Doctor of Philosophy in Human Resource Management

Average Graduation Tuition Rate: $10,260

Northcentral University offers another one of the best HR phd programs in the nation. Human Resources Management Doctorate. This is a research-based degree program. And it is designed for students who want to pursue leadership roles in the public or private sectors. Candidates will develop valuable critical thinking and research skills. And they will be ready to contribute to the body of knowledge in the HR field. 

This human resources management online program is highly flexible. So it is ideal for students who can’t commit to earning their Ph.D. on campus. There are no residencies or campus visits required. There are also no GRE/GMAT requirements. Courses are taught by a 100 percent doctoral faculty. Some of the courses in this 60-hour online human resources program include:

• Human Resources Management in the 21st Century
• Compensation and Benefits
• Labor Relations in Human Resources Management
• Legal Issues in Human Resources Management
• Organizational Development in Human Resource Management

Students can complete this online learning program in as little as 38 months. However, Northcentral gives students up to seven years to earn the degree. Northcentral offers six full-tuition scholarships to incoming graduate students. Federal financial aid, grants, and student loans are also available. 

The school offers a unique one-on-one learning model. This ensures that candidates get all the personal support and guidance they need to succeed. Online students have access to excellent resources as well. Some of these include:

• Virtual Education Support Center
• Virtual Center for Health and Wellness
• NCU Online Library 
• Academic Success Center
• Dissertation Center
• Tech Support

#2 – Indiana University – Bloomington, Indiana

OB and Human Resource Management Ph.D.

For more information: Indiana University

Average Graduate Tuition Rate: $9,909

Our next runner up for the top HR phd programs is at Indiana University. IU offers an Organizational Development and Human Resources Management Ph.D. This doctoral degree requires a full-time commitment, and no part-time students are accepted. The curriculum includes six seminars and various courses in research methodology and statistics. Some of these include:

• Human Resource (HR) Management
• Strategic Management 
• Theoretical Foundations of Strategy

Ph.D. in HR Students also complete three courses in a minor field of their choice. This can include economics, psychology, sociology, or another related area.

Admission to the doctorate in human resources program is competitive. Only a few new prospective students are accepted each year. And at any given time, there are only about 12 students in the program. Most doctoral students are eligible for a range of financial assistance programs. These include fee remissions, research appointments, fellowships, and grants. 

#1 – Purdue University – West Lafayette, Indiana

OB & Human Resources PhD

For more information: Purdue University

Average Graduate Tuition Rate: $9,918

Doctorate in Human Resources Score: 11

Our top phd in human resource management comes from Purdue University. This rigorous PhD HR program is designed for those planning an academic career. Students work closely with faculty to conduct exciting and impactful research in areas like:

• Workplace Fairness and Justice
• Leadership and Teams
• Employer Branding and Recruitment
• International Human Resources
• Counterproductive Work Behaviors
• Workplace Interventions, Training, and Employee Engagement
• Work, Family, Diversity, and Personal Life
• Employee Selection

Students in this Ph.D. program will be immersed in hands-on educational experiences. And they will develop one-on-one learning partnerships with some of the top HR professors in the country. Throughout the PhD program, candidates will have many opportunities to develop their skills. There are seminars, presentations, professional conferences, and other experiences. 

The degree takes four to five years to complete. And it is only available on campus. Prospective students must be ready to commit to the doctoral degree program full-time. This includes being on campus during the academic year plus the summers. Admission is competitive. Typically only two to three candidates are admitted each year. However, tuition costs are waived, and all incoming Ph.D. students receive financial support as paid employees. 

This concludes our ranking of the best PhD in human resources programs.

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Everything you need to know about studying a PhD in Human Resource Management

Part of business & management.

Human Resource Management is a subdiscipline of Business & Management studies. HRM is an essential part of any business and deals with recruiting the right people for the right positions, as well as managing and offering guidance for employees during their stay in a company. As a future Human Resource Manager, it will be your job to make sure that the people you hire stay happy, motivated, continue to develop and advance professionally in the roles that fit them.

Human Resource Management teaches theories and practices related to hiring processes, administrative services, performance management, staff administration, and training.

HRM students learn how to motivate and enhance employees’ contribution in order to maximise the productivity of an organisation. Courses focus on organisational behaviour, and how it can be used to create a positive atmosphere within companies. An important skill in this field is managing people according to different workplace cultures. This involves flexibility and understanding in order to adapt to social and work environments, while also strengthening the company culture values.

It’s also important to be aware and predict how decisions made by the company influence employees’ behaviour. It may also be your responsibility to offer counselling on how to minimise the negative impact of less popular decisions within the company you work for.

Students who graduate Human Resource Management can engage in the following careers: human resource officer, office manager, occupational psychologist, career adviser, recruitment consultant, training and development officer, and others.

View all PhDs in Human Resource Management . Keep in mind you can also study an online PhDs in Human Resource Management .

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Wharton’s PhD program in Management is flexible and interdisciplinary, applying social science disciplines and research methods to management problems. It offers specializations in strategy, international business, organizational behavior and theory, and human resource management.

The faculty has a broad range of interests ranging from the behavior of individuals and groups to organizational strategy. Major areas of faculty research currently include: human resources and competitiveness; foreign strategic investments and international cooperative relationships; organizational learning and adaptation; technology adoption, diffusion, and transfer within and across organizations; and new venture formation, growth, and corporate entrepreneurship.

Each student draws on the faculty’s diverse expertise and varied interests to develop a program uniquely suited to his or her interests. The program encourages students to gain research experience by working closely with faculty on a variety of projects. Recent placements include the Harvard Business School, INSEAD, New York University, University of Illinois, University of Maryland, University of Michigan and the University of Texas.

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We have 25 human resource management PhD Projects, Programmes & Scholarships

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human resource management PhD Projects, Programmes & Scholarships

Political management: exploring the potential and limitations of applying hrm and organisational behaviour concepts to political offices, political advisers and politicians., phd research project.

PhD Research Projects are advertised opportunities to examine a pre-defined topic or answer a stated research question. Some projects may also provide scope for you to propose your own ideas and approaches.

Self-Funded PhD Students Only

This project does not have funding attached. You will need to have your own means of paying fees and living costs and / or seek separate funding from student finance, charities or trusts.

Virtual Engagement: The Impact of Avatars on Metaverse Retailing

Exploring the role of hr analytics in organisational performance, phd in international business and strategy at henley business school, funded phd programme (students worldwide).

Some or all of the PhD opportunities in this programme have funding attached. Applications for this programme are welcome from suitably qualified candidates worldwide. Funding may only be available to a limited set of nationalities and you should read the full programme details for further information.

Business Research Programme

Business Research Programmes present a range of research opportunities, shaped by a university’s particular expertise, facilities and resources. You will usually identify a suitable topic for your PhD and propose your own project. Additional training and development opportunities may also be offered as part of your programme.

Toulouse School of Management Doctoral Programme

France phd programme.

A French PhD usually takes 3-4 years and often involves additional training and courses alongside research towards an original thesis. This will be assessed by external examiners before being presented at a public examination and eventually awarded with one of three grades. Some programmes are delivered in English.

PhDs in Business and Management

The PhD opportunities on this programme do not have funding attached. You will need to have your own means of paying fees and living costs and / or seek separate funding from student finance, charities or trusts.

The Bradford Executive Doctorate in Business Administration (DBA)

Doctoral researcher at the heika graduate school on functional materials, germany phd programme.

A German PhD usually takes 3-4 years. Traditional programmes focus on independent research, but more structured PhDs involve additional training units (worth 180-240 ECTS credits) as well as placement opportunities. Both options require you to produce a thesis and present it for examination. Many programmes are delivered in English.

ESSEC Business School

Green skills and sustainable human resources in the e-waste sector, glasgow school for business and society (gsbs) – self-funded phd projects, optimising dynamic scheduling in smart manufacturing through reinforcement learning phd, building social-ecological resilience to human-wildlife conflict in western ethiopia, the role of diversity training in an era of business and socio-economic uncertainty: managing migrant workers’ social integration at the workplace in uk organisations.

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• Published: 27 September 2024

Mapping the main research themes in digital human resources

• Laura García-Fernández 1 ,
• Marta Ortiz-de-Urbina-Criado   ORCID: orcid.org/0000-0001-7527-6798 1 &
• María-José García-López 1  

Humanities and Social Sciences Communications volume  11 , Article number:  1267 ( 2024 ) Cite this article

Metrics details

• Business and management
• Information systems and information technology

The COVID-19 pandemic sped up the digitalization process and revolutionized the world of the digital employee. And today, advances in artificial intelligence are having a major impact on the field of Digital HR. In that context, further literature review work is needed on the term Digital HR to complement previous studies and lay the foundation for more pioneering literature on this topic. Then, the aim of this paper is to provide a framework for organizing the main themes discussed in the pioneering literature on digital HR by answering the following research question: What is the knowledge structure of the research in the field of digital human resources? An adaptation of the PRISMA model is used to structure the research design. Applying a mixed methodology, this paper uses a bibliometric technique to identify the main topics studied in Digital HR. Subsequently, in-depth analysis and logical reasoning are applied and a model is proposed based on four questions (how, what, where, who) in order to understand and develop research on digital HR. The RQ4 Digital-HR model constitutes a useful tool in academic, practical, professional, and social contexts. It is worth highlighting the importance of the inclusion of artificial intelligence in the daily processes of a company, and therefore in the progress of the proposed research topic.

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Introduction.

The world is witnessing constant change due to digitalization and its effects on companies and their staff. The pandemic accelerated the adoption of digital technologies, which had an immense impact on all business sectors and brought about permanent changes in the workplace (Gkinko and Elbanna, 2023 ). Many organizations started working in hybrid mode, combining digital ways of working with the traditional ways of working prior to the pandemic. Moreover, the use of digital technologies and the acceptance of more agile and flexible procedures and rules have changed the way in which work is being done (Mićić and Mastilo, 2022 ).

In general, our daily lives have been altered by technological advances, one of the most innovative being the advances in artificial intelligence, which is transforming the way people carry out their daily activities of work, communication, and decision making (Duke, 2022 ). The concept of artificial intelligence seems to be relatively recent, and in many cases, its true meaning or significance is unclear. However, it was not until the 2010s that the AI paradigm was reconfigured to be based on the classification and storage of massive data (Cetindamar et al. 2024 ).

Human resource management has evolved over time. Twenty-five years ago, its main focus was on implementing practices that promoted the development of organizations. However, the need for organizations to adapt to more competitive environments has forced businesses to adjust the traditional business management model, moving from strategic management to a more sustainable management approach (Villajos et al. 2019 ). One of the main factors influencing the adaptation of human resources management to the new sustainable management model has been digitalization (Le et al. 2024 ). Through digitalization, all employees, professionals, managers and business leaders, who are key to making the necessary changes to increase workplace productivity, can see their tasks facilitated through this phenomenon. In this context, human resources management develops practices that promote the welfare of the employee and the company (Le et al. 2024 ). Thus, in recent years, and especially during the COVID-19 pandemic, Digital Human Resources (Digital HR) has received a great deal of attention, particularly regarding Digital Employees and Digital Leaders. Advances in artificial intelligence are having a major impact on the field of Digital HR (Gkinko and Elbanna, 2023 ). Although there are still few publications on the acceptance of the effects of AI on workers and how the current increase in the use of digital technologies affects the skills and expectations of the digital workforce (Alan, 2023 ; Cetindamar et al. 2024 ).

In the academic context, there has been a surge in the literature on Digital HR. However, literature review studies on this topic are lacking, with most of them focusing on analyzing the digital workplace phenomenon (De Moraes et al. 2024 ; Marsh et al. 2022 ; Mićić and Mastilo, 2022 ), digital employee experience (Moganadas and Goh, 2022 ), and workforce training in digital workplaces (Patino and Naffi, 2023 ). Only two reviews address the issue of Digital HR more generally. Theres and Strohmeier ( 2023 ) conducted a meta-analysis to analyze theories applied in research on Digital HRM adoption and proposed a unified theory. Alan ( 2023 ) performed a co-word analysis, considering Electronic Human Resources Management (e-HRM) as the main term, and analyzed previous literature found in the Web of Science (WoS) for the period of 2012–2022.

Thus, further literature review work is needed on the term Digital HR that analyzes the literature published before and during the pandemic to complement previous studies and lay the foundation for more pioneering literature on this topic. The interest in analyzing changes during the pandemic is motivated by the fact that adapting to the new context requires new human resources actions that are closely related to the phenomenon of digitalization. Digital HR is a constantly evolving topic, and pioneering studies are fundamental to understanding this new phenomenon. Today, there is also the challenge of appropriately and ethically adopting artificial intelligence in the context of human resources (Cetindamar et al. 2024 ; Gkinko and Elbanna, 2023 ). In the face of a novel topic, it is important to gain an overview of the aspects studied, to understand the changes that have occurred around the pandemic, and to provide a logical framework of analysis by which to explore such phenomena.

This paper aims to provide an overview of the pioneering research landscape in the field of digital HR, filling in some of the existing research gaps. As a complement to Alan’s ( 2023 ) work, this research will focus on the topic of ‘digital HR’ and conduct a co-word analysis to identify the main themes studied. Moreover, a second step, which is not usually included in previous literature reviews on this topic, will be carried out to detect the applications of digital human resources. To this end, a model based on questions (how, what, where, who) is proposed to facilitate the understanding and development of digital HR research.

Thus, the aim of this study is to provide a framework for the organization of the main themes that are discussed in the pioneering literature on Digital HR. The research question addressed is What is the knowledge structure of the research in the field of digital human resources? To answer this question, the Background section is developed and a mixed methodology is applied, adapting the PRISMA process. A bibliometric technique is used to identify the main topics studied in Digital HR. Subsequently, in-depth analysis and logical reasoning are applied to propose a model and some lines of future research. Finally, the Conclusion section contains theoretical and practical implications, the study limitations, and future lines of research.

This paper is an original contribution. Literature reviews, and more on rapidly developing novel topics, play an important role in advancing research as they help to synthesize and organize existing knowledge and identify areas or topics for future research. This article proposes an integrative review (Patriotta, 2020 ) that offers another voice to guide and write new articles on digital human resources. Authors such as Post et al. ( 2020 ) have also highlighted the importance of literature reviews as they can serve several purposes such as helping researchers understand the research topic, discerning important and under-examined areas and connecting research findings from disparate sources to create new perspectives and phenomena. Moreover, the topic “Digital HR” calls for looking for models that help connect academic research with the business world. As Markman ( 2022 ) proclaims, academia is challenged to develop research that addresses current problems affecting people, business and society to make the world a better place. In that line, the RQ4 Digital-HR model constitutes a useful tool for academic, practical, professional, and social contexts.

The global pandemic has accelerated digital transformation in every sense, and the rise of digital technology in the workplace is unstoppable (Kalischko and Riedl, 2021 ). Technology plays a vital role in our day-to-day lives. Digitization has arrived, yet what that means or entails at a work and/personal level remains unclear. According to Kraus et al. ( 2022 ), it is necessary to have a fundamental understanding of literature reviews as independent studies. Therefore, the key texts must be identified that lay the foundations of Digital Human Resources Management (Digital HRM) before undertaking a bibliometric study.

Main concepts

Few papers over the last decades have provided a clear, agreed-upon definition of the term “Digital Human Resources Management” that is shared by the scientific community. Most papers have only superficially addressed the whole social and economic context that affects the new confection of digital employee models. Moreover, papers have tended to narrow their focus to a specific aspect of human resources management (Alan, 2023 ; Costa et al. 2022 ), digital employee experience (Moganadas and Goh, 2022 ), and job performance (Kalischko and Riedl, 2021 ; Marsh et al. 2022 ), analyzing the situation individually and rather than as a whole. Therefore, the starting point for this study is to introduce some of the terms or concepts commonly used in previous literature on digital HR. Two widely used terms are “digital worker” and “digital employee”. A key resource in any company is the employee, the one who can contribute to superior and solid performance over time (Moganadas and Goh, 2022 ). For example, Fuchs ( 2014 ) defines digital employees as the workforce required for the existence, use, and application of digital media. Other studies define digital employees as those employees whose work is performed primarily using digital resources (Nelson, 2018 ). IBM ( 2024 ) states that “in the past, the term ‘digital worker’ described a human employee with digital skills, but more recently, the market has defined it as a category of software robots, which are trained to perform specific tasks or processes in partnership with their human colleagues.”

Another concept used is “digital workplace.” As management has adapted to new technologies, the workplace has also had to adapt. This new leadership style brings with it concepts such as flexibility, which in this context refers to the non-limitation of the workspace to a specific physical location. This new digital workplace refers to the set of technologies that employees use to perform their functions (Marsh, 2018 ) and includes, among others, the intranet, communication tools, e-mail, CRM, etc. It also refers to a set of procedures and rules that maximize productivity and improve collaboration, communication, and knowledge management (Mićić et al. 2022 ). Some researchers use the term “digital labor”, which initially referred to the unpaid work performed by consumers online during leisure time. However, this term is now used to describe all work in which digital technology plays a role (Jarrett, 2022 ). The term has also been used to describe employees who work independently, receiving low wages and no social security, in business models supported by digital platforms, such as Uber (Fumagalli et al. 2018 ), or to describe the workforce that uses other business models that are also based on digital platforms, such as Facebook or Google, and that capture information to transform it into big data (Fuchs and Sevignani, 2013 ).

In that context, another important concept is digital platform. Digital platforms are transforming almost every industry today (Reuver et al. 2018 ). They are continuously evolving and becoming increasingly complex. These digital platforms are the ones that facilitate online communities of consumers (Reuver et al. 2018 ). While there are several definitions of digital platforms that refer to the codes, software, and hardware of which they are composed, for this study the most suitable definition of digital platform would be the environment in which companies combine all the information available from their stakeholders to generate or co-create value (Karhu et al. 2018 ). According to Murati ( 2021 ), a digital platform is an open infrastructure that exercises a facilitator role or a high level of control and influence over providers and users.

The meeting point of each one of these concepts is the term Human Resource Management, which is understood as the processes that involve activities from recruitment to salary management and that are carried out simultaneously (Alan, 2023 ). All of these processes have been equipped with more technology and innovative methods over time. Thus, the concept has evolved to Digital Human Resource Management (HRM), understood as the set of software, hardware, and digital resources designed to automate the HR function (Jani et al. 2021 ; Marler and Parry, 2016 ), or in other words, to develop consistent, efficient and high-quality HR practices through the use of digital transformation and new technologies (Bondarouk and Brewster, 2016 ).

Previous literature reviews

Previous literature reviews established a set of definitions that, despite using common concepts, have left nuances that have yet to be fully addressed in subsequent works. Most of the work that reviews previous literature has focused on studying digital workplaces. Mićić and Mastilo ( 2022 ) conducted a systematic literature review on the digital transformation of the workplace and employees’ workplace preferences. The search terms used were “digital workplace”, “COVID-19”, and “innovation”, and the search was limited to English language papers published after 2010. The benefits of digital workplace transformation are analyzed and the critical success factors and significant challenges are identified.

Marsh et al. ( 2022 ) studied the application of digital technologies in the workplace with a particular focus on their dark side. They conducted an integrative literature review and limited the search to papers published between January 2007 and June 2020 that were written in English and carried out in Western countries only (in the United States, Europe, Canada, Australia, Latin America, and New Zealand). De Moraes et al. ( 2024 ) conducted a systematic review of the literature on the design of digital workplaces. Their main results include a definition of digital workplace and a four-phase model with guidelines for designing digital workplaces. Patino and Naffi ( 2023 ) conducted a systematic review of training approaches and resources for workforce development in digital workplaces. Using the PRISMA model, they analyzed articles published between 2020 and 2022. Their paper offers research-based perspectives and recommendations for employee training in highly digitalized workplaces.

Another aspect that has been studied is the experience of the digital worker. Moganadas and Goh ( 2022 ) discuss the concept of digital employee experience (DEX). They conducted a comprehensive literature review on DEX by analyzing the content of academic publications and professional reports. They used the Scopus and Google Scholar databases to identify “DEX” or “digital employee experience” in their title, abstract, and keywords and found 17 articles between 2016 and 2022. To complement these papers, they included grey literature to identify studies that addressed a similar topic, such as digital transformation, digital workplace, and employee experience.

Finally, a few papers have reviewed the literature on human resource management in a digital environment. Theres and Strohmeier ( 2023 ) analyzed the phenomenon of digital HRM. In their paper, they present an overview of the theories applied in digital HRM adoption research and propose a unified theory. To test their theory, they performed a combination of meta-analysis and structural equation modelling. Alan ( 2023 ) presented a systematic bibliometric analysis of electronic human resource management (e-HRM) by conducting a literature search in the Web of Science (WoS) for the period of 2012–2022.

Methodology

Figure 1 presents the methodological process used in this study. The methodological design used includes two parts. In the first, a multi-step process has been followed to perform the bibliometric analysis: sample selection, filtering of documents and keywords, and co-word analysis. In the second, a reflexive analysis was carried out. To facilitate the understanding of the process followed, the PRISMA 2020 statement has been adapted, which has been designed primarily for systematic reviews of studies (Moher et al. 2010 ; Page et al. 2021 ). The adaptation of the PRISMA process provides a more transparent view of the methodology used and the analyses carried out.

Own elaboration based on the PRISMA model.

The Scopus database was used. There is an open debate regarding whether Scopus or WoS is superior. Both have advantages and disadvantages (Stahlschmidt and Stephen, 2020 ). The Scopus database was chosen for this paper because it offered a larger sample of documents than did WoS. Although the research on Digital HR began over 35 years ago, most of the articles have been published in the last three years, demonstrating the impact of the COVID-19 pandemic on this topic. Until the year 2016, contributions were sporadic, and it is not until a year later, in 2017, that the research begins to approach 25 articles per year. Of the total of articles (347), 56% (196) were published between 2020 and 2022, with 2021 being the most important year, when a total of 82 articles (25%) were published.

A co-word analysis in conjunction with the SciMat program was used to identify the various themes covered in the literature on Digital HR (Cobo et al. 2012 ). Of the many tools that enable co-word analysis, SciMat was chosen for its ability to carry out the analysis with simplicity and rigor. Moral-Muñoz et al. ( 2019 ; 2020 ) describe the various tools that are available for bibliometric analysis and comment on SciMat as being a valid tool for co-word analysis. SciMat was suitable for achieving the objective of this paper because it analyzes the keywords of selected articles and calculates the strategic diagrams and networks for each thematic group. Moreover, SciMat incorporates all the necessary elements (methods, algorithms, and measurements) for performing a co-word analysis and obtaining its visualizations (Cobo et al. 2012 ).

Regarding the strategic diagram, centrality and density are calculated for each thematic group (Cobo et al. 2018 ). Centrality is a measure of the importance of a theme in the development of a field of knowledge. Density reflects the strength of a network’s internal relationships, thus identifying the level of development of that theme. The strategic diagram classifies the themes into four groups (Cobo et al. 2018 ). In the upper-right quadrant are the motor themes, which comprise themes that have strong centrality and high density. In the upper-left quadrant are the well-developed and/or isolated themes. The themes in the lower-left quadrant are presented as emerging or disappearing themes, while in the lower-right quadrant are themes that are considered basic and transversal themes.

This section presents the results of the co-word analysis. The bibliometric technique is suitable for identifying the knowledge structure of a research topic. Given the volume of articles published between 2020 and 2022, two periods of analysis were carried out to compare the networks that emerged prior to and after the COVID-19 pandemic. Figure 2 shows the evolution of all the topics mentioned, their typology, and how, depending on the period, they transform into a new topic.

Results from SciMat, diagram composed of themes by number of documents for all the periods.

Table 1 presents the evolution that Digital HR research has experienced during these years.

Main themes studied in Digital HR

Regarding the total period (1984–2022), previous research focused on “digital workplace” and “digital platform” and “digital employee” as the motor themes. “Digital labor” appears as an emerging topic and as something remarkable. Despite not being connected to the human resources area, this entire digitization process is linked to the topic “enterprise bots”, a concept that had previously been highly developed in scientific fields. During the pre-COVID period (1984–2019), the motor theme was the “digital workplace”. During the COVID period (2020–2022), the motor themes were “digital employee” and “digital workplace”. Lastly, the emerging theme for all the periods is “digital labor”.

During the first period (1984–2019), only one theme, “digital workplace”, is positioned as a motor theme. It makes sense that after the 4 th industrial revolution, developed between 1950 and 1970, a study period would begin regarding how this digitization has affected the workspaces as well as how to continue innovating and improving them. Companies have needed workplaces to be transformed from a traditional perspective to a digital one (Colbert et al. 2016 ; Kaarst-Brown et al. 2018 ), since this change is key to organizational success (Colbert et al. 2016 , Köffer, 2015 ).

In the 2020–2022 period, two additional topics to those appearing in the previous period emerge. These are “digital employee” and “digital labor”, positioned as a motor and an emerging theme, respectively. These topics correlate with what occurred during the pandemic, which forced the digitalization of all types of situations. As a result, the research on this area has focused on the employee and, above all, the digitization of work that, as mentioned, appears as an emerging topic.

Based on these results and for the completion of the analyses, a manually and logical regrouping of themes was conducted in the SciMat program, and another strategic diagram was identified. Figure 3 , which presents the strategic diagram obtained from this new analysis, shows that the motor themes are “digital platform” and “workplace”. “Manufacturing”, “digital employee”, and “social media” are well-developed themes. “Digital”, “learning”, and “labor” are positioned as basic themes. Finally, the emerging theme is “artificial intelligence”. A logical knowledge structure of the study topics can be observed. On the one hand, what emerges are the themes related to the more digital aspect of work, namely “digital”, “digital platform”, and “digital employee”. On the other hand, there are items that refer to the more physical aspect, “labor” and “workplace”. Tangential to the most digital aspect linked to work is the communication channel or media used at work, “social media”. In turn, in the main sector where the research is applied or where the literature has further explored these issues, the theme of “manufacturing” is also well defined.

Results from SciMat, diagram composed of themes by a number of documents for all the periods.

Also evident in the diagram is the channel through which employees can progress in the work environment, through “learning”, a Human Resources practice that has been developed for some time but has become more crucial in recent years. Learning is the key to employees acquiring digital competencies and feeling comfortable in digital work environments. Finally, as an emerging topic, is everything related to “artificial intelligence”. This topic, of relatively recent creation, has all the works published in the year 2022 or later, and is creating a highly critical space in the business environment, and in this particular case, in everything related to Human Resources and how to implement it in departmental processes.

Thematic networks in Digital HR

It is interesting to know the thematic networks in which the most significant keyword (the one with the highest centrality) is placed at the center. The size of each node represents the number of documents containing that word, and the thickness of the line indicates the strength of the association between those topics.

Digital platform

Analysis of the “Digital Platform” subnetwork (Fig. 4 ) for the period 1984–2022, reveals four documents and a wide network of terms that correlate with each other. The most notable relationships are those related to health care. However, within our scope, there are several studies that focus on the use of digital platforms as a means of offering work in the “gig economy.” Taylor et al. ( 2017 ) define the concept of Gig Economy as the use of applications or platforms for work.

Results from SciMat cluster network for the digital platform.

The analysis also revealed the importance of collaborative work for the improvement of digital platforms, as shown through the connections between the terms “collaborative designs” and “co-creation”. The research also showed two important advances in what has been studied in recent years: the flexibility that this type of work facilitates (Soriano and Cabanes, 2020 ) and how these new jobs can change the lifestyle of digital employees (Graham et al. 2017 ).

Digital workplace

The “Digital workplace” network (Fig. 5 ) for the period 1984–2022 includes six documents and shows that the most important keywords in the cluster are “digital transformation” and “artificial intelligence”. Again, it is crucial for this network to talk about “collaboration”, as well as “cross-functional teams” and their “dynamic capabilities” that play a special role in developing the digital workplace. As Selimović et al. ( 2021 ) posit, the inclusion of the employee in the decisions on digital transformation is a key to its success. Moreover, the use of artificial intelligence, through the “chatbots” makes improvement in the workplace possible (Cetindamar et al. 2024 ). In both cases, the focus is placed on the inclusion of the employee as a key part of these processes. This demonstrates a strong relationship between digital and emotions in the cluster, since understanding how the use of technology affects employees’ emotions (Gkinko and Elbanna, 2022 ) is one of the most relevant topics in the current research.

Results from SciMat cluster network for the digital workplace.

The analysis of the “Digital workplace” network (Fig. 6 ) for the period 1984–2019, which contains 15 documents, reveals the strong presence of terms related to a collaborative work environment, such as “collaboration”, “cloud”, “cloud computing”; or even advancing further in the collaboration itself, it becomes necessary to talk about “digital platforms” or “crowdsourcing”, as means for it, being the key tools for developing the digital workplace (White, 2012 ; Attaran et al. 2019 ). Indeed, the most remarkable aspect of the network is the strong connection between “cloud computing” and “mobile working”. It must be considered that during these years, prior to the COVID-19 pandemic, the now-standardized option of mobile working was merely a practice applied by a few companies. Thus, it makes sense that during these years of strong digitization, research focuses on it. There is also one term, “artificial intelligence” (here also mentioned as “social software”), that researchers start to investigate during these years, since its use in the digital workplace is continuing to increase (Martensen et al. 2016 ) and, as could be seen throughout the paper, it will also become of vast importance for other networks.

For the last years (2020–2022), “Digital workplace” network (Fig. 6 ) contains the highest number of documents (16) and shows two remarkable themes “digital transformation” and “artificial intelligence”. In the figure can be seen a triangle formed by “emotions”, “emotions at work”, and “chatbot”, as employee users experience a connection emotion when using artificial intelligence (Gkinko and Elbanna, 2022 ), and there is an effort to understand how employees will accept these new systems in the enterprise context (Brachten et al. 2021 ). Moreover, in these recent years, the changes that companies must make to achieve the digitalization of the workplaces takes on a special relevance. Thus, it is not surprising that the investigation is linked to “organizational change” and “technology-adoption”. It should not be overlooked that none of these changes would be possible without including the “employees” in said decisions (Cetindamar et al. 2024 ).

There is a topic that remains throughout the analysis: “artificial intelligence” (Fig. 6 ). However, there is a positive evolution between the topics analyzed prior to the pandemic and those analyzed after it. In the first period (1984–2022), the topics were focused on how the workplace should be or what it should contain and how it should be digitized, as well as on platforms and software and everything related to the cloud. However, during the pandemic period, some changes were perceived, with the introduction of themes arising from having been forced to implement the digital work modality. These topics include technostress, emotions, and employees, as well as everything related to organizational change.

Digital employee

The “Digital employee” network (Fig. 7 ) for the period 1984–2022 contains 10 documents and shows, as previously mentioned, the relevance of the pandemic in this research. In this sense, it is crucial to understand how this situation affected the employee, the work itself, and the life experience of employees (Muszyński et al. 2021 ). Above all, it shows a strong connection between the concepts related to “Robotic Process Automation” (RPA), “digital automation process”, and “software robot”, as a means to increasing productivity in a company, leaving the routine tasks to RPA and assigning employees to perform more difficult tasks (Choi et al. 2021 ). Clearly, it is crucial to talk about the “digital competencies” that employees have or need to acquire to be included in the “new work” that globalization is forcing us to implement.

Results from SciMat cluster network for digital employees.

The “Digital employee” network, for the last years (2020–2022) (Fig. 7 ), with eight documents, shows that there have been no changes in recent years compared to what was already being studied. The only difference is that the research in these years does not focus on the new types of work, implemented post-pandemic, but studies how to improve the implementation of RPA (Costa et al. 2022 ) to achieve better economic results and an improved digital employee experience.

Digital labor

The “Digital labor” network (Fig. 8 ) for the years 1984–2022, contains nine documents and shows a star-shaped network characterized by the presence of keywords that only correlate with the cluster topic. The main theme of the cluster is the work itself with its main versions, with research on the best type of work being very common (Babapour Chafi et al. 2022 ): office work or digital work (commonly called digital nomadism). There is also an important connection with the information society.

Results from SciMat cluster network for digital labor.

“Digital Labor”, for the last years (2020–2022), provides six documents (Fig. 8 ). Studies related to the “gig economy” and the types of jobs related to digital platforms proliferate during this period. In addition, once the pandemic period was over, it was expected that employees would return to office work. Thus, there arises a need to understand which work model (remote, face-to-face, or hybrid) is more productive and which is more valued by the employee (Babapour Chafi et al. 2022 ).

A comparison of studies prior to the pandemic with those of recent years reveals that initially there were several issues related to digital work, whereas in recent years these have been reduced to two issues: office work or work through digital platforms.

Enterprise bots

The “Enterprise bots” network for the period 1984–2022 (Fig. 9 ) contains two documents that co-relate two concepts, virtual assistants and virtual agents, as being crucial to understanding the differences between them, and above all, to understanding the differences in use between the individual and the business context (Stieglitz et al. 2018 ). The focus was therefore on teaching an employer how to effectively introduce these systems in the company (Brachten et al. 2021 ).

Results from SciMat cluster network for enterprise bots.

The results of this study complement those of previous literature review studies. Alan ( 2023 ) focused on the term Electronic Human Resources Management (e-HRM) and conducted a review of the literature included in WoS from 2012 to 2022. Our study focused on the term “digital human resources” and used the Scopus database. Our study also included pioneering literature up to 2022 and an analysis of the differences between the pre-pandemic period (1984 to 2019) and the peak years of the pandemic (2020–2022).

Alan ( 2023 ) categorizes the research on this topic into three groups: the theoretical studies and theories used in the studies reviewed, empirical qualitative studies, and empirical quantitative studies. Alan ( 2023 ) presents summary tables for each category that include following information: related theoretical framework, related terms, studies, typology of study, aim of the study, and the main findings and propositions. In a complementary way, this current paper presents the studied themes and classifies them into four groups according to the strategic diagram and analyses the networks for each thematic group. Additionally, based on the results obtained in the previous section, a process of analysis and reflection was carried out to establish the roadmap of topics studied and to define the emerging and future topics. Four main research questions (how, what, where, who) are considered to propose a model (Fig. 10 ).

Own elaboration.

The RQ4 Digital-HR model presents four fundamental questions for understanding and developing research on digital HR -Research Questions for Digital HR.

The basis of the proposed model (Fig. 10 ) refers to “where” to apply it. The results of the analysis show that there is a sector where deep research on the subject has already been carried out, the manufacturing sector. However, the research should not stop there. Future research should take this model to other sectors of much greater complexity and scope, such as the service sector.

The pillars that support the model, “the what,” are on two levels: the advances in the digitalization of work on the one hand and, on the other hand, all the learning that a company can guarantee to its employees and that employees are able to assimilate. Clearly, the cross-cutting issue, “the who,” is the digital employee, the workforce member that drives the change, the one who is able to implement any Human Resources practice, and therefore the one who is able to assimilate business-driven change.

The roof of the model is “the how.” The implementation of all the changes we are forced to make is only possible through the implementation and improvement of three items in our daily processes: firstly, the digital platforms that we use every day at work, secondly, the management of information through the channels provided by the company, and thirdly—and most importantly—the inclusion of artificial intelligence in all our processes, as a means of improving productivity. This technology is transforming, and revolutionizing, the future of workspaces to make them more productive (Gkinko and Elbanna 2022 ), but again studies on the subject do not address how to accomplish this. Most of the texts reviewed on the subject focus on investigating some aspect of the implementation of artificial intelligence systems and their errors (Costa et al. 2022 ) or on employees’ acceptance of or trust in such technology (Gkinko and Elbanna, 2023 ). However, the work of Gkinko and Elbanna ( 2022 ) offers a starting point for how to incorporate this technology into a company, since the emotions of employees need to be taken into account when such tools are being created in order to facilitate their inclusion in day-to-day activities.

This makes it vital to focus the research on Digital HR, which requires researchers to collaborate to determine the what, where, how, and who. Based on the questions in the model, a further step has been taken to identify the aspects that would be interesting to analyze in future work to answer each of these fundamental questions.

WHAT: In reference to this, it is important to discover what digital processes should be introduced in our daily lives, what learning tools will help us to channel digitization, and what new labor trends can be found in the post-COVID stage.

WHERE: Future research should focus on analyzing what kind of workspaces exist in the labor market. This first line of research will undoubtedly lead towards the different sectors of activity, so it is also important to see what we know about the different sectors and their relationship with Digital HR, especially in the service sector, since globally it is the most present sector of activity.

HOW: Research should continue to determine how to do this and, as broken down in the table, it is important to address how to adopt digital platforms in the work environment, how to adapt existing social networks to the business context, and how to apply new artificial intelligence models.

WHO: As mentioned in this paper, digital HR is a transversal entity in all these lines of research. However, it is not left out of the future lines of research since it is essential to understand who this digital HR includes.

Finally, based on the results of this study (thematic groups) and the proposed model (questions), Table 2 presents a proposal for future research lines and questions.

The proposed model revolves around four fundamental research questions (Fig. 10 ). The importance of researchers developing the ability to formulate questions has an epistemological background expressed by Bachelard ( 1982 , p. 16) as ‘for a scientific spirit all knowledge is an answer to a question. If there was no question, there can be no scientific knowledge’. It should be noted that the quality of the questions asked is closely related to the prior knowledge they have about a given topic (Neber and Anton, 2008 ). Systematic questioning about different phenomena fosters meaningful learning by drawing on prior knowledge in a non-arbitrary and non-literal way (Moreira, 2000 ). Furthermore, knowing the background of a subject facilitates scientific modelling, an activity inherent to science, which can be understood as a process of constructing models for the purpose of apprehending reality (Giere, 1988 ) and providing answers to questions formulated about real facts or assumptions (Halloun, 1996 ). The model presented in Fig. 10 and developed in Table 2 , helps to logically order the themes studied in the previous literature and to propose emerging and current themes of great interest for the development of the literature on digital HR.

In addition, the model helps to sort out what company should focus on meeting the needs of its employees without leaving its own needs behind, first the basis, then the pillars and finally the roof. In this regard, it is important to start managing the workers’ workplaces to adapt them to the environment. Subsequently, the training needs of employees must be addressed, along with the necessary adaptations to enable them to function digitally. Thirdly, companies must develop internal and external communication systems that allow them to be in contact with all their stakeholders. Only having developed these points will be able to focus on meeting current social demands and introducing artificial intelligence in their daily work.

Therefore, if companies’ human resources departments understand this model and its order, will be able to act effectively and thus be more ethical and sustainable. On the other hand, acting in an inverted order will leave some of the pillars of the Triple Bottom Line uncovered, with the risks that this entails. The Triple Bottom Line (triple P´s) model is a model that calls for corporate commitment to measure its social (Person), environmental (Planet), and financial (Profit) impact. This is why it becomes necessary to have a human resources management model adapted to the current and changing context of the organization (Kramar, 2014 ).

In turn, for the employee, the implementation of a model will help them to prioritize their needs to be covered by the company so that, once managed, they can lead to a higher and better performance and thus achieve a high level of well-being at work. Ruiz-Palomino et al. ( 2019 ) explain that a good way to improve a company productivity is to promote corporate wellness and entrepreneurship.

Conclusions

This paper has answered the question What is the knowledge structure of pioneering research in the field of digital human resources? A mixed methodology was used to identify the main topics studied in Digital HR and to propose a model and some future research lines and questions.

This article presents an integrative review to generate ordered knowledge spaces, which as Patriotta ( 2020 ) explains serves to ‘put boundaries around an existing area of research in order to provide an organized sample of what is available and build a platform for future research’ (p. 1274).

Implications

Theoretical implications.

In terms of theoretical implications, this paper highlights the interest of extending current research to concretely define what the digitalization of work means as well as its implications and requirements. This will enable the discovery or even the proposal of new digital work models, incorporating those positions redefined as a result of the incorporation of artificial intelligence and thus make it possible to delimit digital HR. On the other hand, it is noted that the incorporation of new trends in the market must be reflected in the teaching/learning methods to achieve greater professionalization. In turn, a company will become the protagonist in designing these new training processes that are linked to its specific professional activity and the profile of its employees. On the other hand, emphasis can be placed on studying how to increase productivity through the application of artificial intelligence in routine tasks.

In addition, based on the proposed model, an expansion of research on Digital HR human resources is proposed, incorporating new lines and research questions, which will lead to a new categorization of workplaces according to their capacity to adopt digital models. This will lay the foundation for a new labor framework and the development of innovative capabilities in this regard. This broadening of research can be related to the development of thematic lines and professional sectors, especially in the service sector, thus accommodating the most important sector for the European economy. Future research can consider the development of new TAM (Technology Acceptance Model) models to measure the adoption of digital technologies in digital work environments. Social networks used in the work environment can also be investigated to detect those that best help to channel the processes of labor digitalization.

Practical implications

In terms of practical implications, the results obtained and the proposed model can be used to encourage the application of new technologies in the work environment; guarantee employees digital learning processes to increase productivity, facilitating this new learning process; and create policies and standards that include artificial intelligence and social networks in the business environment, thus standardizing their proper use to generate greater productivity and economic results. New and innovative workspaces can also be developed in order to integrate the improvements derived from digitalization and artificial intelligence. Information channels can also be developed to connect the new processes with stakeholders and adapt the work activity to the new demand of employees and the market, thus including, from its conception, digital natives in the entire process.

Social Implications

The results also have social implications. In this sense, the study of the digitization of human resources helps to adapt the usual performance of employees to the inclusion of new technologies in the business environment and to involve employees in training processes to promote professional and labor development. In turn, it can be used to involve employees in the development of new workspaces to maximize productivity, for the implementation of new work models designed by the company and the use of social networks as a means of labor communication. As a corollary, artificial intelligence can be considered as a tool to improve productivity, reducing the volume of monotonous or routine tasks and reinforcing those in which only the employee can provide real value.

Limitations and future research lines

The authors acknowledge the limitations of the methodology used in this study and call for further research to expand our understanding of the topic. Future studies could complement the co-word analysis with other bibliometric techniques such as co-citation analysis and develop theoretical and empirical models on the applications of digital human resources.

Data availability

Documents that support the findings of this study can be consulted in the Scopus database by following the search procedure indicated in the methodology section.

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This paper has been supported by Project PID2021-124641NB-I00 of the Ministry of Science and Innovation (Spain) and by research group in Open Innovation, Universidad Rey Juan Carlos (Spain). Open Access funding enabled and organized by Project V1313 “Sustainability Support”, signed under Article 60 of the LOSU between the Universidad Rey Juan Carlos (Spain) and the company Triple Sustainability SLU to carry out scientific-technical work and training activities.

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García-Fernández, L., Ortiz-de-Urbina-Criado, M. & García-López, MJ. Mapping the main research themes in digital human resources. Humanit Soc Sci Commun 11 , 1267 (2024). https://doi.org/10.1057/s41599-024-03795-8

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Special interests: Economies of wellbeing, status and sustainability in consumption

Past research topics

• The influence of mobile information and communication technologies and user-device interactions on workplace relationships, supervised by Dr Barbara Plester and Dr Helen Delaney
• Emotions in organisations: role of emotional regulation in work-life balance attitudes and behaviours, supervised by Dr Rachel Wolfgramm and Prof Gordon Cheung
• Exploring the social construction of 'Employee Engagement' through discourse analysis, supervised by Associate Professor Brigid Carroll and Dr Helen Delaney
• Corporate governance and its effect on family and non-family corporations in Vietnam, supervised by Associate Professors Ljiljana Erakovic and Christina Stringer
• Abusive coaching and subordinates' skill development among chefs: A curvilinear relationship, supervised by Professors Prithviraj Chattopadhyay and Elizabeth George
• The Impact of Talent Management Practices on Psychological Contract in the Organizations: A Framework for Multigenerational Diversity, supervised by Professors James Sun and Gordon Cheung
• How does executive coaching influence gendered discourses and practices involved in the processes of female professional identity construction, supervised by Dr Helen Delaney and Professor Nigel Haworth
• The predictors and consequence of work engagement: What role dose job crafting play? Supervised by Professor Peter Boxall , Professor Gordon Cheung , and Dr Ann Hutchison

Scholarships and awards

There are several scholarships you may be eligible for when you decide to pursue your doctoral studies in Commercial Law. These include:

University of Auckland Doctoral Scholarships

Barry Spicer and Owen G Glenn PhD Scholarship

Phone the University

• 923 7186 (within Auckland)
• 0800 61 62 63 (outside Auckland)
• +64 9 373 7513 (overseas)

Doctoral programmes

• Doctor of Philosophy

Related subjects

• Global Management and Innovation
• Human Resource Management
• Innovation and Entrepreneurship
• International Business

How to apply

• Doctoral applications

HR Topics for Presentation: 100+ Topics to Inspire Your Next HR Meeting

Discover 100+ HR presentation topics covering recruitment, employee engagement, training, performance management, and more. Perfect for HR professionals and leaders!

Table of Contents

• Talent Acquisition and Recruitment
• Employee Engagement and Retention
• Training and Development
• Performance Management
• HR Technology and Analytics
• Diversity, Equity, and Inclusion
• Compensation and Benefits
• Employee Relations
• HR Compliance and Legal Issues
• Workplace Culture and Well-being

1. Talent Acquisition and Recruitment

• Modern Recruitment Strategies : Explore the latest trends in recruitment, including social media recruiting, AI in hiring, and employer branding.
• Talent Acquisition vs. Recruitment : Understand the differences and why both are essential for a successful hiring strategy.
• Building an Effective Employer Brand : How to create and promote a brand that attracts top talent.
• Diversity Hiring Strategies : Best practices for building a diverse and inclusive workforce.
• Interview Techniques and Best Practices : From structured interviews to behavioral questions, discuss techniques to select the best candidates.
• Utilizing AI and Technology in Recruitment : How AI is transforming the recruitment process, including resume screening and chatbots.
• Candidate Experience : How to create a positive candidate experience from application to onboarding.
• Internal vs. External Hiring : Pros and cons of hiring from within versus recruiting new talent.
• Recruitment Metrics and Analytics : Key performance indicators to measure recruitment effectiveness.
• Onboarding Best Practices : How to create an onboarding process that improves retention and productivity.

2. Employee Engagement and Retention

• The Psychology of Employee Engagement : Understanding what drives engagement and motivation in the workplace.
• Strategies for Boosting Employee Engagement : From recognition programs to flexible work arrangements, explore ways to keep employees engaged.
• Employee Retention Strategies : How to reduce turnover and retain top talent.
• Creating a Feedback Culture : The importance of regular feedback and performance reviews.
• Work-Life Balance Initiatives : Strategies to promote a healthy work-life balance for employees.
• Employee Surveys and Action Plans : How to effectively use employee surveys to gauge engagement and implement changes.
• Impact of Leadership on Employee Engagement : How leadership styles and behaviors influence employee morale and productivity.
• Remote Work and Employee Engagement : Engaging remote employees and maintaining a strong company culture.
• Creating an Inclusive Workplace : How inclusion impacts engagement and retention.
• Career Development and Growth Opportunities : The role of career development in employee satisfaction and retention.

3. Training and Development

• Creating a Learning Culture : How to promote continuous learning and development in your organization.
• The Role of Leadership in Employee Development : How leaders can support and drive employee growth.
• Effective Training Program Design : Steps to create impactful training programs that align with business goals.
• Soft Skills Training : Importance of training employees in communication, teamwork, and problem-solving skills.
• Technical Skills Training : Keeping up with technological advancements and ensuring your workforce is well-equipped.
• Mentoring and Coaching Programs : The benefits of mentoring and coaching in employee development.
• E-Learning and Online Training Platforms : Exploring digital solutions for training and development.
• Measuring Training Effectiveness : How to evaluate the impact of training programs on employee performance.
• Leadership Development Programs : Building the next generation of leaders in your organization.
• Compliance Training : Ensuring employees understand and comply with company policies and regulations.

4. Performance Management

• Modern Performance Management Systems : From annual reviews to continuous feedback, explore the evolution of performance management.
• Setting SMART Goals for Employees : How to set Specific, Measurable, Achievable, Relevant, and Time-bound goals.
• 360-Degree Feedback : Using multi-source feedback to provide a comprehensive view of employee performance.
• Performance Improvement Plans : How to create and implement effective performance improvement plans.
• Linking Performance to Compensation : Strategies for linking pay to performance.
• Using KPIs to Measure Performance : How to use Key Performance Indicators to assess employee performance.
• Managing Underperformance : Techniques for addressing and improving underperformance.
• The Role of Continuous Feedback : How regular feedback can improve employee performance and engagement.
• Employee Recognition Programs : The impact of recognition on performance and morale.
• Performance Appraisal Methods : Exploring different methods of performance appraisal, including self-assessment and peer review.

5. HR Technology and Analytics

• HR Technology Trends : From AI to blockchain, explore the latest trends in HR technology.
• HR Analytics for Strategic Decision Making : How to use HR data to make informed decisions.
• Implementing HR Software Solutions : Best practices for selecting and implementing HR software.
• People Analytics : Using data to understand and predict employee behavior.
• The Role of Chatbots in HR : How chatbots are being used for recruitment, onboarding, and employee support.
• Digital HR Transformation : Steps to transform traditional HR processes through technology.
• Using Data to Improve Employee Experience : How to leverage data to enhance employee satisfaction and engagement.
• Predictive Analytics in HR : Using analytics to predict trends like turnover and performance.
• Automating HR Processes : Benefits and challenges of automating HR processes like payroll and performance reviews.
• Cybersecurity in HR : Protecting employee data in a digital world.

6. Diversity, Equity, and Inclusion

• Building a Diverse Workforce : Strategies for recruiting and retaining diverse talent.
• Inclusive Leadership : How leaders can foster an inclusive environment.
• Addressing Unconscious Bias in the Workplace : Identifying and mitigating biases in hiring and promotion.
• Creating an Inclusive Workplace Culture : How to make your workplace welcoming for everyone.
• Gender Equality in the Workplace : Addressing the gender gap and promoting equality.
• LGBTQ+ Inclusion : Best practices for creating an inclusive environment for LGBTQ+ employees.
• Cultural Competency Training : Training employees to work effectively in diverse teams.
• Equity vs. Equality : Understanding the difference and its importance in the workplace.
• Employee Resource Groups (ERGs) : How ERGs can support diversity and inclusion efforts.
• Measuring Diversity and Inclusion : Key metrics to track and improve your D&I initiatives.

7. Compensation and Benefits

• Trends in Compensation Management : Exploring the latest trends in compensation, including pay transparency and equity.
• Total Rewards Strategy : How to design a comprehensive rewards strategy that aligns with business goals.
• Flexible Benefits Programs : Offering benefits that cater to the diverse needs of your workforce.
• Salary Benchmarking : How to use market data to ensure competitive compensation.
• Equity Compensation Plans : Using stock options and equity as part of the compensation package.
• Employee Benefits Trends : From wellness programs to parental leave, explore the latest trends in employee benefits.
• Creating a Competitive Compensation Package : Strategies for attracting and retaining top talent.
• Benefits of Employee Perks : How perks like flexible work hours and wellness programs can improve retention.
• Communicating Compensation and Benefits to Employees : Best practices for transparency and clarity.
• Compensation and Performance Linkage : How to link compensation to employee performance.

8. Employee Relations

• Building Trust Between Employees and Management : How to foster trust and transparency in the workplace.
• Conflict Resolution Strategies : Techniques for resolving workplace conflicts effectively.
• Employee Grievance Handling : Best practices for managing and resolving employee complaints.
• The Role of HR in Employee Relations : How HR can support a positive workplace culture.
• Employee Communication Channels : Effective ways to communicate with employees and gather feedback.
• Managing Workplace Harassment : Policies and practices for preventing and addressing harassment.
• Workplace Investigations : How to conduct a fair and thorough investigation of employee complaints.
• Employee Discipline and Termination : Best practices for handling disciplinary actions and terminations.
• Employee Engagement and Relations : How engagement initiatives can improve employee relations.
• Union Relations and Negotiations : Understanding the role of unions and how to manage labor relations.

9. HR Compliance and Legal Issues

• Understanding Employment Law : Key labor laws and regulations every HR professional should know.
• HR Compliance Checklist : Essential compliance tasks and how to stay on top of them.
• Handling Workplace Discrimination : Legal implications and best practices for addressing discrimination.
• Managing Employee Records and Data Privacy : How to ensure compliance with data protection laws.
• Workplace Safety and OSHA Compliance : Ensuring a safe and compliant workplace.
• HR's Role in Legal Compliance : How HR supports legal compliance across the organization.
• Navigating FMLA and Leave Laws : Understanding the Family and Medical Leave Act and other leave laws.
• Managing Workplace Accommodations : How to provide reasonable accommodations for employees with disabilities.
• Wage and Hour Compliance : Ensuring compliance with minimum wage, overtime, and other wage laws.
• Global HR Compliance : Navigating compliance challenges in a global workforce.

10. Workplace Culture and Well-being

• Building a Positive Workplace Culture : How to create and maintain a culture that supports your business goals.
• Employee Well-being Programs : The impact of wellness programs on employee health and productivity.
• Mental Health in the Workplace : How to support mental health and reduce stigma in the workplace.
• The Role of Leadership in Shaping Culture : How leaders influence and shape organizational culture.
• Recognizing and Preventing Burnout : Strategies for identifying and preventing employee burnout.
• Creating a Flexible Work Environment : How to implement flexible work policies that benefit both employees and the organization.
• Employee Recognition and Appreciation : The role of recognition in building a positive workplace culture.
• Workplace Bullying and Its Impact on Culture : How to prevent and address bullying in the workplace.
• Fostering Collaboration and Teamwork : Techniques for building a collaborative and supportive work environment.
• Celebrating Workplace Diversity : How to celebrate and leverage diversity to build a strong workplace culture.

Final Thoughts

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