HUMAN RESOURCE MANAGEMENT IN THE ERA OF DISRUPTION: A SYSTEMATIC LITERATURE REVIEW ON SDG

Context: The current era of disruption provides challenges and opportunities simultaneously. Understanding and responding quickly and appropriately to the phenomenon of disruption is important for a company. Changes on a large scale fundamentally change all systems that switch to new ways. This certainly has an impact on Human Resource Management (HRM). Objective: This study aims to (1) Identify HRM practices during the disruption era, namely 2021-2023, (2) Identify areas that are not of concern in HRM practices, and (3) Identify areas that need attention in future HRM practice research Method: The research was conducted using the Preferred Reporting Item for Systematic Reviews and Me-ta-Analytic (PRISMA) model process. The research found five areas for the first objective: (1) HRM practices in the era of disruption, (2) Human resource excellence, (3) HRM chal-lenges, (4) Corporate development, and (5) Human resource control. The second objective was to obtain (1) Determination and (2) Sustainability. The third objective can utilize all seven areas of future research findings. In addition, the implication is to utilize this journal to explore future research directions and gain a thorough understanding of the concept of HRM in the era of disruption. Results: This study found gaps in the implementation of HR analytics. Humans are used in analysis to examine the viability of human resource management in the disruptive age. An era of so many changes dominated by technology should make hr analytics a common area. Because in the era of disruption, for a company that has a compet-itive advantage, having big data is a must in order to run HRIS (Human Resource Infomation System) well. This study met almost all the requirements of SLR. However, there are some limita-tions. First, articles were found by searching through a single database. More articles may have been extracted if a different database had been chosen. Second, in order to retain the validity of the publications and adhere to a systematic literature review technique, this study solely contains empirical studies.If a different kind of article had been chosen, the results might have been different. Other areas of study need to be explored in future research. In the end, only diaries were considered.Accordingly, these journals are conducive to facilitating future research.Future studies should also focus on other areas. In the end, only diaries were considered.Accordingly, upcoming research can concentrate on them. Contribution: This research can be a more comprehensive reference for researchers who will try to explore similar topics and with similar research methodologies, namely Human Resource Management.


INTRODUCTION
Today, we are experiencing so many changes that are happening rapidly; changes lead to the use of technology, systems, strategies, order, and many other changes.We understand this era as the era of disruption, which provides challenges and opportunities simultaneously.For companies that can adapt to change, it can result in significant growth and success (Haque, 2023).However, for companies that fail to adapt, disruptions can threaten their sustainability (Chudziński et al., 2022).One of the core theories of human resource management (HRM) is the recognition that effective human resource management practices are critical to organizational success.HRM refers to using human resources to efficiently and effectively achieve organizational goals in an era of disruption (Zeshan et al., 2023).It includes planning, organizing, mobilizing, and controlling human resources in an organization (Iswandi, 2021).The problem at this time is that almost all managers still used the same human resource management concept before the arrival of the disruption era.So, many companies experience failure in business and even bankruptcy.This rationale also leads us to conclude that one technique that can be established in the disruptive era is human resource management or HRM so that companies have the right direction and method in implementing human resource management when there are many turbulent changes.
We sought to conduct a systematic HRM literature review, particularly following significant technological changes.This study includes publications from different countries to see a broader picture of human resource management investigated empirically.Numerous studies (e.g., Alcalde-Heras et al., 2019;Buerger et al., 2021) have addressed developments in the financial sphere, including handling recessions and financial crises.However, very few have examined how human capital is managed during massive technological changes that impact all firm areas.Furthermore, there is a lack of comprehensive research on how organizations can sustainably integrate these changes into post-pandemic HRM frameworks to improve employee engagement, well-being, and organizational resilience (Carnevale & Hatak, 2020;Gonawan & Othman, 2022;Liu et al., 2020).These provide sufficient justification and incentive for a thorough analysis of the literature on HRM during the disruption period, which took place in 2021-2023, following the end of the 19th century, and marked a significant period of change.

THEORETICAL FRAMEWORK
Studies on management during a disruptive time are still uncommon because it is a relatively recent occurrence.Some studies analyze challenges in the field of industrial 4.0 (Agarwal et al., 2022); pandemic management (Salas-Vallina et al., 2023); multi-industry management (Boocock et al., 2020); and issues related to work, family, occupational health and safety, and pandemic policies (Rudolph et al., 2020).These are just a few of the aspects of HRM that are addressed in tandem with the disruption era.
For instance, Agarwal et al.'s (2022) research revealed that in the context of Industry 4.0, workplace security and chances for ongoing education for staff members need to be incorporated.At the same time (Salas-Vallina et al., 2023), managers were informed of the need to understand that employees' well-being during the Covid-19 epidemic was crucial.
Everything that happens between 2021 and 2023 will result in many changes.These important changes are known as the era of disruption.So, at that time, many applications of human resources management are considered to be effective for these different types of changes.In a period of instability, managers and companies can categorize strategies as a form of human resources management.

METHODOLOGY
An organized assessment of the literature and the process of classifying pertinent publications pertaining to human resources management comprise the systematic literature review (SLR) approach.Following that, a detailed examination of the strategies and solutions offered by businesses in the disruptive era of 2021-2023 was conducted using qualitative approaches such as theme and content analysis (Paul & Cosido, 2020;Snyder 2019).To This study was carried out in a data review phase based on content analysis and followed the system review and meta-analysis preferred reporting item (PRISMA) process (Khomo, 2023;Moher, 2009Moher, , 2016)).The data were collected from Scopus databases and are considered reliable sources of data (Sabaddin, 2023;Sakib, 2022;Walker, 2016).As shown in Table 1, which is arranged in accordance with PRISMA criteria, the authors have created procedures at the study planning level in accordance with PRISMA's requirements.Identification, screening, and inclusion are the three phases in the article selection process that follow PRISMA guidelines.Search phrases like "human resources management," "HRM," and "human resource management strategies" are used in the Scopus databases to carry out the identifying approach.The screening process is carried out automatically.Automatic screening was carried out using the default constraints of the Scopus database for criteria 1 -5 in Table 1.Articles that do not meet the criteria 1 to 5 are excluded.Following the article's automated screening, the complete version of the remaining article was obtained in order to determine eligibility.Table 1's criteria 6 and 7 were used by the writers to independently evaluate the papers.
Using the lowest feasible standards of methodological quality and article kind, we continue the prior research in this phase.The minimum acceptable level is determined by applying Meline's (2006) criteria, which include publications that adhere to empirical articles based on criterion 6 and quantitative methods In order to minimize biases by critics when incorporating and analyzing articles in systematic literature reviews (SLRs), guidelines such as the PRISMA (Systematic Literature Reviews and Meta-Analysis Reporting Topics) declaration must be established (Page et al., 2021).The use of software can also help reduce the bias in SLR.The authors used VOSviewer-based tools to analyze the content and structure of articles (Hanief, 2021;Liu Zhao 2023;Liu et al. 2022).
In scientometric research, VOSviewer is a popular tool for network visualization and analysis.It enables the construction of networks based on common author relationships, common word occurrence ties, and citation links (Shashi, 2020;Rifa'i, 2023).The keywords representing an article's primary fields are the most often used analytical units.In the search for common or less important research areas, the occurrence of keywords in the manuscript is considered an analysis unit (Kim & Haigh, 2021).Therefore, these network links can be established by combining the relationships between keywords in the article.Additionally, manual methods were used to gather the "general information on the collection of articles," "annual publication of articles," and "article source magazine" in order to describe the profiles of the designated

RESULTS
Using the PRISMA flowchart, we were able to identify 1046 articles in the first phase.Containing publications that were released in 2021-2023.Others were eliminated due to their failure to satisfy the first inclusion criterion, as shown in Table 1.Additionally, with only 161 articles, the relevant area's second requirements were satisfied.Then, one article was excluded because it did not have English to comply with criterion 3.Then, we applied keywords to the 4 criteria, maintaining 50 articles.According to criteria 5, only the journal type was selected, with the exception of book type and conference papers.
Afterward, the authors checked the eligibility of Table 1 against criteria 6 and 7.The authors found that there were six studies and qualitative analyses, using six qualitative reviews and 13 non-research objectives.All criteria 6 and 7 are excluded.All of these processes are shown in Figure 1.
The features of the articles included are the main topic of this section.
The articles' general information is displayed in Table 2. Thus, four journals from 2022 and fourteen from 2023 were included in the review.21 different countries produced 56 authors.This indicates that our selection of articles is broad.There were 1590 references in all, along with 79 author keywords.The general increase in article publishing shown in Figure 2 suggests that most research will be done in 2023.Figure 3

Source journals of articles
Several threshold keywords, ranging from one to four, were reported using the minimal keyword occurrence function of VOS Viewer (version 1.6.20).
By gradually increasing the minimum keyword occurrence in VOSviewer from one to one, we can eventually raise the threshold keyword to the level of more keywords.Table 3 displays the approved threshold keyword counts for various degrees of recurrence.We chose every keyword to identify the most prevalent areas of HRM practice because only a small number of threshold keywords (e.g., two) were produced at the lowest number of keywords (e.g., four).In our opinion, every keyword offers a way to comprehend research areas related to the use of human resource management throughout disruptive times.Table 4 displays each keyword's frequency and related terms in Figure 5.    Research on human resource management practices in the blue clusters was conducted at a time of disruption and found that keywords "competitive advantages," "innovation capabilities," "HRIS," and "competitive strategies"

Keywords of co-occurrence network visualization
were the main topics of four journals and received 29 citations.This indicates that there is significant empirical knowledge in this cluster.Competitive advantage relies heavily on employee skills and is the ultimate goal to improve company performance (Abouzeid, Nasser, et al., 2023;Wongsansukcharoen, J and Jutamard, T., 2023;Mehmood, K, et al., 2023;Alam, Samsul & Kashem, Md., 2022).Innovation capabilities also play an important role in human resource practices and firm performance (Wongsansukcharoen, J and Jutamard, T., 2023).HRIS is recognized as important in HRM due to its significant relationship with various managerial factors (Alam, Samsul & Kashem, Md., 2022).Competitive strategy is becoming an increasingly relevant topic in this context (Alam, Samsul & Kashem, Md., 2022).
The keywords 'knowledge management' and 'organizational performance' are included in Building Human Resource Excellence (yellow cluster).It is very important to verify the citations and the sources of journals relating to clusters, as they should represent common themes.Therefore, Table 5 indicates that there are three citations for keywords in this group.In addition, these keywords have been published in four journals.The results of the keywords are described below.Knowledge management has a strong influence on human resources in the company, so it needs comprehensive knowledge management through human resource management (Coffie, RB, et al., 2023).
Organizational performance is the benchmark of human resource development in a company (Alam, Samsul & Kashem, Md., 2022;Mehmood, K et al., 2023;Coffie, RB, et al., 2023).The better the performance of the organization, the better the human resource management, which ultimately affects the low employee turnover rate (Mehmood, K et al., 2023).Two keywords, 'dynamic capabilities' and 'strategic human resources management', are included in human resource management challenges (green cluster).We found that these articles have been published in two journals and have been cited in one.Table 5 provides a summary of the data.There are fewer citations in this cluster than in the preceding cluster.The results for each keyword in the cluster are explained in the sections that follow.A company's human resources are significantly impacted by dynamic capabilities.Most research on dynamic capabilities, however, focuses only on large companies that have an existing and mature human resources management system (Ho, M., and 2023).Strategic human resources management is a challenge for corporate human resources management (Alam, Samsul & Kashem, Md., 2022) Results related to the development of the company (purple cluster).The keywords "human resources" and "investment" are included in this group.Table 5 demonstrates that these keywords were used in publications that were published in a single journal without a citation.The following subheadings describe the results of each keyword in the cluster.A large number of human resources can be used to achieve corporate excellence if given specific objectives, and human resource investment in the company is very limited, leading to weak mechanisms for training human resources (Abouzeid, Nasser, et al., 2023).
Human resource control (red cluster).This cluster includes the keywords 'behavior' and 'management.'Just like the previous cluster, this cluster has not received any citations.However, 2 journals contain these keywords.An employee's behavior can positively affect the employee's performance, so the role of HR management in the company (Hussein, A, et al., 2023).Management is a concern because the lack of transparency and objectivity will cause dissatisfaction with existing human resources (Abouzeid, Nasser, et al., 2023).
With good management, it can control human resources in the company (Hussein, A. et al., 2023).
Unconventional Aspects of Human Resource Management in an Age of Disruption.The second goal is covered in this section.In order to accomplish this, we developed two maps of keyword co-occurrence visualizations for both all keywords and keywords excluded from the HR Common Areas of the  (Hajad et al., 2023).All other keywords, however, are situated in a green area in Figure 6.Given that these discoveries have not received as much attention as they have, this indicates that no information is available concerning them.Employee motivation (Di Prima, C., 2023), hr analytics (Di Prima, C., 2023), socially sustainable operations (Di Prima, C., 2023), employee engagement (Hosseini, A, et al., 2022;Di Prima, C., 2023), employer brand (Hosseini, A, et al., 2022), social responsibility (Hosseini, A, et al., 2022), sustainable human resources management (Hosseini, A, et al., 2022) The theme of determinants in human resources in the era of disruption represents four keywords with 2 journals, as shown in Table 6 Cluster 1, which consists of Compensation (Ling, PS., 2022), Work location (Ling, PS., 2022), Employee retention (Ling, PS., 2022;Di Prima, C., 2023).All these keywords relate to the determinants of corporate HRM in an era of disruption.Considering that there were many continuous changes in that year, another topic with seven keywords is "Employee resilience in the era of corporate disruption."Two publications have published the keywords in Table 6.Among the outcomes is Motivation of employees (Di Prima, C., 2023), hr analytics (Di Prima, C., 2023), socially sustainable operations (Di Prima, C., 2023), employee engagement (Hosseini, A, et al., 2022;Di Prima, C., 2023), employer brand (Hosseini, A, et al., 2022), social responsibility (Hosseini, A, et al., 2022), sustainable human resources management (Hosseini, A et al., 2022) are factors to support a sustainable HRM in the era of disruption.

DISCUSSION
The study uses an SLR created to synthesize HRM practices from an empirical investigation carried out after 2020.It was predicated on three goals: Sustainability.The third goal is achieved by finding two discovered areas Five themes were used to organize the observations pertaining to the first goal.This is why company HR managers must think about the competitive advantage of their company (Mehmood, K, et al., 2023).Because competitive advantage is the ultimate goal of a company in order to improve company performance (Abouzeid, Nasser, et al., 2023;Alam, Samsul & Kashem, Md., 2022;Mehmood, K, et al., 2023).Understanding how HRIS (Human Resource Information System) and competitive strategies are current topics in human resource management (Alam, Samsul & Kashem, Md., 2022).Organisational performance and innovation capabilities are the benchmarks of human resource development in a company (Alam, Samsul & Kashem, Md., 2022; Mehmood, K,  et al., 2023;Coffie, RB, et al., 2023;Wongsansukcharoen, J and Jutamard, T., 2023).HR challenges include dynamic capability and strategic HR management.
Because the strategic HR management approach and dynamic skills adapt to the existing personnel conditions of the company.(Ho, M, et al., 2023;M. Abd Kashem, 2022).
A lot of human resources can be used to achieve corporate excellence if given specific goals but if there is a lack of investment, the opposite will happen (Abouzeid, Nasser, et al., 2023).Behaviour and management become controlling functions in human resource management in the company (Hussein, A, et al., 2023).All six factors and findings may be combined to form a general model that could be tested by future researchers.The fact that they all have a set of keywords makes them useful dimensions and impact factors for each outcome.Thus, these keywords help to build the instruments to test the proposed comprehensive model.This is the main theoretical contribution of this study.
In addition, this study found gaps in the implementation of HR analytics (Di Prima, C., 2023).Humans are used in analysis to examine the viability of human resource management in the disruptive age.An era of so many changes dominated by technology should make hr analytics a common area.Because in the era of disruption, for a company that has a competitive advantage, having big data is a must in order to run HRIS (Human Resource Infomation System) well.
This study met almost all the requirements of SLR.However, there are some limitations.First, articles were found by searching through a single database.More articles may have been extracted if a different database had been chosen.Second, in order to retain the validity of the publications and adhere to a systematic literature review technique, this study solely contains empirical studies.If a different kind of article had been chosen, the results might have been different.Other areas of study need to be explored in future research.In the end, only diaries were considered.Accordingly, these journals are conducive to facilitating future research.Future studies should also focus on other areas.In the end, only diaries were considered.Accordingly, upcoming research can concentrate on them.
Annisa, A., Siahaan, E. (2024) Human Resource Management in the Era of Disruption: A Systematic Literature Review On SDG determine, assess, and interpret all study findings pertaining to particular topics and inquiries, the literature assessment approach is employed in order to address the research questions.Therefore, data collected from reliable sources and systematic processes were used in this study.Utilizing a systematic literature review means different sources are needed, such as web-based magazine articles (Rewley and Slack).

Figure 1 .
Figure 1.Selection of PRISMA articles for the flowchart based on criterion 7. Thus, only experimental articles and articles using quantitative methods were included, and non-equivalence articles were excluded.
The second objective is to identify the uncommon areas of human resource management practice in research landscapes in 2021-2023 through keyword density visualization maps by VOSviewer.This is described in detail in the results section of the VOSviewer use guide.It indicates that the weight of the keyword density visualization map is determined by the amount of keywords surrounding it, and that the default color of the map changes from blue to green at each point.The blue keywords indicate a lower weight, and the green keywords indicate an average weight.Therefore, blue and green keywords are applied as less studied areas that deal with this research (uncommon).The study's third goal is to pinpoint future directions for research on HRM techniques.The implications of these investigations are covered in the section on implications.The concurrent keyword density graphic in Figure6has been used to identify areas that need more investigation.
Annisa, A., Siahaan, E. (2024) Human Resource Management in the Era of Disruption: A Systematic Literature Review On SDG articles.VOSviewer was then used to construct the final output.It is used to track how the field of human resources management evolves annually (Alfina, H., 2023).
displays the articles' sources.All journals with cited papers are included in this.For instance, the journal with the most publications is Management Problems and Perspectives (2 pieces).Additionally, of the journals shown in Figure3, just one article has been published.

Figure 4 '
Figure 4's keyword-analyzed links are grouped together in various colors.Depending on the quantity of keywords, VOSviewer divides keywords into various categories.When keywords are grouped together, it indicates that they are connected to one another and originate from the same phenomenon (Hajad Annisa, A., Siahaan, E. (2024) Human Resource Management in the Era of Disruption: A Systematic Literature Review On SDG Disruption Era. Figure 5 displays a visual map of each keyword's frequency of co-occurrence.Terms that are highlighted in bright yellow show that the findings have been thoroughly researched and that the author has significant expertise in the subject Figure 5.
Figure 6.Density visualization map of some unused keywords

( 1 )
Identify HRM practices during the disruption era, namely 2021-2023, (2) Identify areas that are not of concern in HRM practices, and (3) Identify areas that need attention in future HRM practice research.The first goal is to identify five HR outcomes in a disruptive period, which include: (1) HRM practices in the era of disruption, (2) Human resource excellence, (3) HRM challenges, (4) Corporate development, and (5) Human resource control.The second goal is achieved by finding two discovered areas: (1) Determination and (2) empirical research on human resource management during the disruption period from 2021 to 2023.The objectives were: (1) Identify HRM practices during the disruption era, namely 2021-2023, (2) Identify areas that are not of concern in HRM practices, and (3) Identify areas that need attention in future HRM practice research.Practice research A systematic literature review methodology consistent with PRISMA guidelines met these objectives.A total of 18 articles were selected from Scopus and evaluated based on predetermined article selection criteria.Focusing on the first objective, this study finds five HRM outcomes in a "disruptive period": (1) HRM practices in the era of disruption, (2) Human resource excellence, (3) HRM chal-lenges, (4) Corporate development, and (5) Human resource control.The second goal is achieved by finding two discovered areas: (1) Determination and (2) Sustainability.Consequently, seven areas were identified: (1) HRM practices in the era of disruption, (2) Human resource excellence, (3) HRM challenges, (4) Corporate development, (5) Human resource control, (6) Determination and (7) Sustainability in an era of disruption can lead to a future to include for research.

Table 2 .
Overall information of the article set

Table 3 .
Occurrence of keywords in articles

Table 4 .
All keywords in the article

2024) Human Resource Management in the Era of Disruption: A Systematic Literature Review On SDG
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