From Technical to Relational: Immersive Technologies and the Interfaces and Dichotomies Between HRM and PM in Organisational Practices in an RSL

This systematic review critically analysed the differences, intersections, and trends toward convergence between Human Resource Management (HRM) and People Management (PM), highlighting the evolution of these approaches in organizational contexts marked by digital transformation. Conducted in accordance with the PRISMA 2020 guidelines, the study utilized the Web of Science and SCOPUS databases. Fifty-eight studies were selected and analysed narratively, prioritizing evidence with a lower risk of bias. The results confirm that, although HRM and PM have distinct rationales, a progressive convergence between the two is observed, driven by technological, organizational, and sociocultural changes. In this process, immersive technologies play a central role as socio-technical mediators, shaping organisational practices through configurations that reflect institutional logics and generate paradoxes between efficiency and experience. The analysed literature demonstrates that these technologies enable the integration of practices traditionally oriented toward efficiency, measurement, and standardization—characteristics of HRM—with experiential, relational, and subjective dimensions, which are specific to PM. It is concluded that the strategic adoption of immersive technologies enhances hybrid management models, capable of articulating strategic alignment, personalization of practices, engagement, and well-being at work. Thus, rather than merely serving as support tools, immersive technologies are emerging as foundational elements of modern people management, challenging traditional models, and paving the way for more integrated, sustainable, and people-centred practices.