Human Resource Management Strategies for Improving Employee Performance in the Era of Digital Transformation: A Qualitative Study at a Technology-Based Company

Saripudin Saputra; Nuniek Permata; Suaryo Suaryo; Andi Hasryningsih Asfar

doi:10.55681/economina.v5i8.3682

Authors

Saripudin Saputra Universitas Bina Bangsa, Indonesia
Nuniek Permata Universitas Bina Bangsa, Indonesia
Suaryo Universitas Bina Bangsa, Indonesia
Andi Hasryningsih Asfar Universitas Bina Bangsa, Indonesia

DOI:

https://doi.org/10.55681/economina.v5i8.3682

Keywords:

human resource management; digital transformation; employee performance; qualitative study; technology company

Abstract

Digital transformation has fundamentally changed the way organizations manage human resources (HR), including in technology-based companies that stand at the forefront of digital innovation adoption. Most prior studies on HR management in the digital era remain dominated by quantitative approaches and literature reviews, leaving a gap in contextual and in-depth understanding of how such strategies are actually implemented in practice. This study aims to explore in depth the human resource management strategies applied to improve employee performance in technology-based companies amid the acceleration of digital transformation. This research employs a qualitative approach with a case study design. Data were collected through semi-structured interviews with human resource managers and employees, non-participant observation of daily work practices, and documentation studies of company policies and performance reports. Data were analyzed using an interactive analysis model consisting of data reduction, data display, and conclusion drawing, with data validity strengthened through source and method triangulation. The results indicate that effective HR management strategies in the digital era encompass four main dimensions: digitalization of recruitment and selection processes (e-recruitment), continuous digital competency development through e-learning platforms, the implementation of data-driven performance management systems (people analytics), and the strengthening of a technology-based collaborative work culture. This study also reveals challenges in the form of digital literacy gaps across employee generations and resistance to work culture change. These findings contribute theoretically to the development of strategic HRM concepts in the digital era and offer practical implications for HR managers in designing policies that are adaptive to technological dynamics

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