Published: 2026-01-01
Achievement of SDGs Through the Role of Artificial Intelligence in Human Resources from a Gen-Z Perspective
DOI: 10.35870/emt.v10i1.5424
Btari Mariska Purwaamijaya, Yogi Prasetyo, Sulaeman Rahman Nidar, Alifia Fatimatun Nazya
- Btari Mariska Purwaamijaya: Universitas Pendidikan Indonesia
- Yogi Prasetyo: Universitas Pendidikan Indonesia
- Sulaeman Rahman Nidar: Universitas Padjajaran
- Alifia Fatimatun Nazya: Universitas Padjajaran
Article Metrics
- Views 0
- Downloads 0
- Scopus Citations
- Google Scholar
- Crossref Citations
- Semantic Scholar
- DataCite Metrics
-
If the link doesn't work, copy the DOI or article title for manual search (API Maintenance).
Abstract
The rapid advancement of the industrial revolution and digital transformation has reshaped organizational systems, particularly in Human Resource Management (HRM), by introducing artificial intelligence (AI) as a tool for efficiency, effectiveness, and innovation. However, the challenge lies in ensuring that AI-based HRM practices align with sustainable development goals (SDGs). This study aims to explore how Digital Business graduates and undergraduate students, representing Generation Z as the future workforce, perceive the role of AI in HRM and its contribution to achieving specific SDGs, namely: SDG 4 (Quality Education), SDG 8 (Decent Work and Economic Growth), SDG 9 (Industry, Innovation and Infrastructure), and SDG 11 (Sustainable Cities and Communities). Using an exploratory qualitative approach, two focus group discussions were conducted with 40 participants consisting of students and graduates who have completed internships or worked in industries applying AI in HRM. The findings highlight that participants perceive AI as enhancing recruitment, training, performance evaluation, and data-driven decision-making. However, challenges such as data security, digital literacy gaps, and organizational culture resistance remain significant. The contribution of this study lies in emphasizing the perspective of Gen Z, who not only experience but also drive digital transformation in HRM. Their insights reveal the potential of AI to accelerate SDG achievements while underscoring the need for competency development in technology literacy and data analysis. Practical implications are directed to higher education institutions for curriculum adjustments and to organizations for fostering adaptive, innovative, and sustainable HR practices in the digital era.
Keywords
Artificial Intelligence ; Human Resource Management ; Digital Transformation ; Generation Z ; SDGs
Article Metadata
Peer Review Process
This article has undergone a double-blind peer review process to ensure quality and impartiality.
Indexing Information
Discover where this journal is indexed at our indexing page to understand its reach and credibility.
Open Science Badges
This journal supports transparency in research and encourages authors to meet criteria for Open Science Badges by sharing data, materials, or preregistered studies.
How to Cite
Article Information
This article has been peer-reviewed and published in the Jurnal EMT KITA. The content is available under the terms of the Creative Commons Attribution 4.0 International License.
-
Issue: Vol. 10 No. 1 (2026)
-
Section: Articles
-
Published: %750 %e, %2026
-
License: CC BY 4.0
-
Copyright: © 2026 Authors
-
DOI: 10.35870/emt.v10i1.5424
AI Research Hub
This article is indexed and available through various AI-powered research tools and citation platforms. Our AI Research Hub ensures that scholarly work is discoverable, accessible, and easily integrated into the global research ecosystem. By leveraging artificial intelligence for indexing, recommendation, and citation analysis, we enhance the visibility and impact of published research.
Btari Mariska Purwaamijaya
Universitas Pendidikan Indonesia, Bandung City, West Java Province, Indonesia.
-
Akinyede, R. O., & Daramola, O. A. (2020). Neural network web-based human resource management system model (NNWBHRMSM). International Journal of Computer Networks and Communications Security, 1(3), 75–87. https://doi.org/10.47277/ijcncs/1(3)2.
-
Bag, S., Dhamija, P., Pretorius, J. H. C., Chowdhury, A. H., & Giannakis, M. (2022). Sustainable electronic human resource management systems and firm performance: An empirical study. International Journal of Manpower, 43(1). https://doi.org/10.1108/IJM-02-2021-0099.
-
Bondarouk, T., & Brewster, C. (2016). Conceptualising the future of HRM and technology research. The International Journal of Human Resource Management, 27(21), 2652–2671. https://doi.org/10.1080/09585192.2016.1232296.
-
Brazen, L. (2004). The ROI of human capital: Measuring the economic value of employee performance. AORN Journal, 80(6). https://doi.org/10.1016/S0001-2092(06)60696-0.
-
-
Caire, G., & Becker, G. S. (1967). Human capital: A theoretical and empirical analysis with special reference to education. Revue Économique, 18(1). https://doi.org/10.2307/3499575.
-
Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51(5), 697–713. https://doi.org/10.1057/s41267-020-00335-9.
-
Carter, W. R., Nesbit, P. L., Badham, R. J., Parker, S. K., & Sung, L. K. (2018). The role of human resource practices in sustaining employee engagement and well-being. Journal of Management & Organization, 24(3), 372–386. https://doi.org/10.1017/jmo.2016.61.
-
Clarke, M. (2008). Understanding and managing employability in changing career contexts. Journal of European Industrial Training, 32(4). https://doi.org/10.1108/03090590810871379.
-
-
-
-
Hamilton, R. H., & Sodeman, W. A. (2020). The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources. Business Horizons, 63(1). https://doi.org/10.1016/j.bushor.2019.10.001.
-
Karatepe, O. M., Babakus, E., & Yavas, U. (2024). Gen Z tourism employees’ adaptive performance during a major cultural shift: The impact of leadership and employee voice behavior. Journal of Service Management, 35(2), 189–209. https://doi.org/10.1108/JOSM-09-2023-0321.
-
-
Leitner-Hanetseder, S., Lehner, O. M., Eisl, C., & Forstenlechner, C. (2021). A profession in transition: Actors, tasks and roles in AI-based accounting. Journal of Applied Accounting Research, 22(3). https://doi.org/10.1108/JAAR-10-2020-0201.
-
Marler, J. H., & Parry, E. (2021). Human resource management, strategic involvement and e-HRM technology. International Journal of Human Resource Management, 32(2), 349–378. https://doi.org/10.1080/09585192.2019.1640268.
-
-
Ozkan, M., & Solmaz, B. (2022). Generation Z and the work environment: A cross-national study. Journal of Managerial Psychology, 37(3), 221–236. https://doi.org/10.1108/JMP-04-2021-0209.
-
Prund, A. (2021). Why Generation Z is redefining HRM processes. Studies in Business and Economics, 16(2), 117–129. https://doi.org/10.2478/sbe-2021-0054.
-
Schroth, H. (2019). Are you ready for Gen Z in the workplace? California Management Review, 61(3), 5–18. https://doi.org/10.1177/0008125619841006.
-
Strohmeier, S., & Parry, E. (2021). HRM in the digital age: Digital changes and challenges of the HR profession. The International Journal of Human Resource Management, 32(12), 2545–2567. https://doi.org/10.1080/09585192.2021.1908983.
-
Thite, M. (2022). Digital human resource development: Where are we? Where should we go and how do we go there? Human Resource Development International, 25(1), 87–103. https://doi.org/10.1080/13678868.2021.2002020.
-
Westerman, J., Rao, M. B., Vanka, S., & Gupta, M. (2020). Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement. Human Resource Development International, 23(5), 465–486. https://doi.org/10.1080/13678868.2020.1718529.
-
Zhu, J., Zhang, Y., & Liu, Q. (2024). Examination of HRM practices in relation to the retention of Chinese Gen Z employees. Human Relations, 77(4), 622–644. https://doi.org/10.1177/00187267231150642.

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Copyright Retention and Open Access License
Authors retain copyright of their work and grant the journal non-exclusive right of first publication under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
This license allows unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
2. Rights Granted Under CC BY 4.0
Under this license, readers are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercial use
- No additional restrictions — the licensor cannot revoke these freedoms as long as license terms are followed
3. Attribution Requirements
All uses must include:
- Proper citation of the original work
- Link to the Creative Commons license
- Indication if changes were made to the original work
- No suggestion that the licensor endorses the user or their use
4. Additional Distribution Rights
Authors may:
- Deposit the published version in institutional repositories
- Share through academic social networks
- Include in books, monographs, or other publications
- Post on personal or institutional websites
Requirement: All additional distributions must maintain the CC BY 4.0 license and proper attribution.
5. Self-Archiving and Pre-Print Sharing
Authors are encouraged to:
- Share pre-prints and post-prints online
- Deposit in subject-specific repositories (e.g., arXiv, bioRxiv)
- Engage in scholarly communication throughout the publication process
6. Open Access Commitment
This journal provides immediate open access to all content, supporting the global exchange of knowledge without financial, legal, or technical barriers.