SMART RECRUITMENT: USING DIGITAL HUMAN RESOURCE MANAGEMENT STRATEGIES TO ATTRACT AND ENGAGE TALENT
Main Article Content
Abstract
To secure a lasting competitive edge, modern organisations increasingly integrate digital technologies into their human resource management (HRM) strategies. While prior research has demonstrated the performance benefits of digital HRM, the mechanisms through which such strategies translate into continuous learning and capability development remain insufficiently theorised. Addressing this gap, the present study examines how digital HRM strategies shape a continuous learning environment through the dual mediating pathways of talent acquisition and employee engagement. Drawing on an integrated socio-technical systems (STS) and resource-based view (RBV) framework alongside the Ability–Motivation–Opportunity (AMO) framework, survey data were collected from IT sector employees using purposive sampling and analysed using structural equation modeling (SmartPLS 4). The findings reveal that digital HRM strategies exert significant positive effects on both talent acquisition and employee engagement. However, employee engagement emerges as the dominant mediating mechanism linking digital HRM to continuous improvement and learning outcomes. This asymmetric mediation highlights that the strategic value of digital HRM lies not primarily in technological adoption or recruitment efficiency, but in its capacity to activate human-centred capabilities that are difficult to imitate. By empirically integrating STS and RBV, the study advances theory by demonstrating how digital HRM operates as a socio-technical capability-building system, thereby extending understanding of how digital transformation in HR contributes to sustained competitive advantage.
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