Research Article
Responsible AI in Human Resource Management: Strategic Opportunities, Governance Challenges, and the Nigerian Experience
Ramsey Prince Osere*
Issue:
Volume 11, Issue 5, October 2026
Pages:
82-92
Received:
5 June 2026
Accepted:
23 June 2026
Published:
6 November 2026
Abstract: Artificial Intelligence (AI) is increasingly reshaping Human Resource Management (HRM), creating new opportunities for organisations to improve recruitment, workforce planning, employee development, and decision-making. At the same time, growing concerns regarding fairness, transparency, accountability, and employee trust have raised important questions about the responsible use of AI in people management, particularly within emerging market environments. This paper examines the strategic opportunities and ethical challenges associated with AI adoption in HRM, with specific attention to the Nigerian context. The objective is to explore how organisations can leverage AI to improve HR effectiveness while addressing the governance and ethical concerns that accompany its use. The study adopts a narrative review approach, drawing on contemporary academic and professional literature on AI, HRM, organisational governance, and emerging market realities. The review focuses on the interaction between technological capability, organisational readiness, workforce competence, institutional conditions, and ethical oversight. The analysis indicates that while AI offers significant potential to enhance organisational effectiveness and support evidence-based HR decision-making, its successful adoption depends on more than technological investment. Factors such as governance structures, workforce capability, digital infrastructure, regulatory readiness, transparency, and stakeholder trust play a critical role in determining outcomes. The Nigerian context presents both opportunities and constraints that require careful consideration. The paper concludes that sustainable value from AI-enabled HRM can only be achieved through a human-centred approach that balances innovation with accountability, ethical governance, and responsible leadership. Practical recommendations are offered for HR professionals, organisational leaders, policymakers, and regulators seeking to promote responsible AI adoption in people management.
Abstract: Artificial Intelligence (AI) is increasingly reshaping Human Resource Management (HRM), creating new opportunities for organisations to improve recruitment, workforce planning, employee development, and decision-making. At the same time, growing concerns regarding fairness, transparency, accountability, and employee trust have raised important ques...
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Research Article
ICT, Managerial Skills and Industry Partnerships for TVET Management Success in Bangladesh
Issue:
Volume 11, Issue 5, October 2026
Pages:
93-105
Received:
1 July 2026
Accepted:
11 July 2026
Published:
12 November 2026
Abstract: The TVET (Technical and Vocational Education and Training) plays a pivotal role in developing skilled workforce to meet the demands of a rapidly changing labor market driven by IR4.0 and the emerging IR5.0 (Industrial Revelation). Despite the continuous government initiatives to strengthen the TVET sector in Bangladesh. Many institutions continue to face managerial challenges related to the effective use of information and communication technology (ICT), managerial competencies, industry institution collaboration, and organizational governance. Inadequate empirical evidence is available on how these factors collectively influence the overall success of TVET management. The aim of the study is to examine the critical determinants of TVET management success by investigating the effects of ICT application, managerial skills, institute industry partnerships, and management practices in Bangladesh. A quantitative research design adopted, and data collected from 109 principals and managers of TVET institutions using a structured five points Likert scale questionnaire. The reliability and validity of the measurement instrument were assessed using Cronbach's Alpha, Exploratory Factor Analysis (EFA), and Confirmatory Factor Analysis (CFA). Descriptive statistics, correlation analysis, ANOVA, and multiple regression analysis were performed using SPSS and AMOS to test the proposed hypotheses. The research findings reveal that management practices and human resource practices are the two principal dimensions underlying effective TVET management. The regression model explains 80.8% of the variance in management success, indicating that ICT utilization, managerial competencies, institute-industry partnerships, and sound management practices significantly and positively contribute to organizational performance, while demographic characteristics have limited influence. The study concludes that successful TVET management requires an integrated approach that combines digital transformation, EduTech, effective governance, continuous professional development (CPD), and robust industry collaboration. These findings provide valuable evidence for policymakers, institutional leaders, and development partners. It helps to formulate strategies that enhance the quality, relevance, sustainability, and competitiveness of TVET institutions in Bangladesh and other rising countries undergoing similar educational and workforce transformations.
Abstract: The TVET (Technical and Vocational Education and Training) plays a pivotal role in developing skilled workforce to meet the demands of a rapidly changing labor market driven by IR4.0 and the emerging IR5.0 (Industrial Revelation). Despite the continuous government initiatives to strengthen the TVET sector in Bangladesh. Many institutions continue t...
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