Metaverse and Modification Needs of Human Resources Management Practices and Policies: An Overview
Fachrunnisa O., Rozak H.A., Fitriati I.R., Taswan, Sugiharti
Abstract
This study aims to develop a conceptual framework that explains the modification needs in Human Resources Management Practices and Policies when an organization uses the metaverse as an alternative to virtual offices. Recent discussions in the existing literature broadly conclude that hybrid work offers high employee productivity, well-being, and mental health. However, not all types of work can be done through the metaverse, while some work may be done using the metaverse. Other discussions also offer the metaverse as a place for recreation rather than work. Looking at reviews of current literature and interviews with three senior leaders, we provide detailed insights and strategies for maximizing the metaverse as a virtual office through modifications to human resources management (HRM) policies and practices that could be considered for implementation. Our finding shows that organizations need digital leadership and work ethics to benefit from using the metaverse. In addition, the list of modifications in HRM includes (a) the Gamification of HRM practices and policies, and (b) levering up readiness to change. The specific outcome to be targeted in this study is understanding the future opportunities and challenges of employee management in the workplace.
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