Vol 4, No 1 (2025) |
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Managing Human Resources in Industry 4.0: Implications for Engineering Organizations
Pages 1-13 || Authors: Salman Salem Shinwary, Maimuna Tasnim Nusaiba, Ferdouse Ara Tuli, Raihana Sadia
ABSTRACT
This paper examines the widening gap between engineering organizations' lagging human resource frameworks and Industry 4.0's rapid adoption of technologies. Both identifying the new skills engineers need in this age of technology and investigating how traditional management structures are inadequate to support digital workflows were key objectives. The study synthesizes evidence on the relationship between automation and human capital through a qualitative review of secondary data collected over the past 10 years from industry reports and databases, including Scopus. Our key findings point to a hybridity gap in which success now requires a combination of soft skills, such as cognitive flexibility and digital fluency, rather than just technical skills. Additionally, we discovered that many engineering firms treat human resources as a secondary support function rather than a key strategic component of the 4.0 transition, leaving them trapped in a productivity paradox. To address the ethical implications of digital performance monitoring, policy considerations call for new labor laws and updated engineering curricula that cross organizational and technical silos. The study concludes that engineering leaders need to adopt a more decentralized, human-centered workforce model rather than a command-and-control mindset if Industry 4.0 is to fulfill its promise.
Key words:
Industry 4.0, Digital Transformation, Human Resource Management (HRM), Smart HRM 4.0, Smart HRM 4.0
Cite as:
Shinwary, S. S., Nusaiba, M. T., Tuli, F. A., Sadia, R. (2025). Managing Human Resources in Industry 4.0: Implications for Engineering Organizations. Silicon Valley Tech Review, 4(1), 1-13.
ABSTRACT
This paper examines the widening gap between engineering organizations' lagging human resource frameworks and Industry 4.0's rapid adoption of technologies. Both identifying the new skills engineers need in this age of technology and investigating how traditional management structures are inadequate to support digital workflows were key objectives. The study synthesizes evidence on the relationship between automation and human capital through a qualitative review of secondary data collected over the past 10 years from industry reports and databases, including Scopus. Our key findings point to a hybridity gap in which success now requires a combination of soft skills, such as cognitive flexibility and digital fluency, rather than just technical skills. Additionally, we discovered that many engineering firms treat human resources as a secondary support function rather than a key strategic component of the 4.0 transition, leaving them trapped in a productivity paradox. To address the ethical implications of digital performance monitoring, policy considerations call for new labor laws and updated engineering curricula that cross organizational and technical silos. The study concludes that engineering leaders need to adopt a more decentralized, human-centered workforce model rather than a command-and-control mindset if Industry 4.0 is to fulfill its promise.
Key words:
Industry 4.0, Digital Transformation, Human Resource Management (HRM), Smart HRM 4.0, Smart HRM 4.0
Cite as:
Shinwary, S. S., Nusaiba, M. T., Tuli, F. A., Sadia, R. (2025). Managing Human Resources in Industry 4.0: Implications for Engineering Organizations. Silicon Valley Tech Review, 4(1), 1-13.