Practices and effectiveness of modular hr digital transformation: a longitudinal case study of a large chinese manufacturing enterprise (company M)

   This study takes Company M, a large traditional manufacturing group in China, as a case to explore the challenges of digital transformation in human resource management. Despite its industrial scale and brand advantages, Company M faces systemic problems in promoting the digital strategy of human resources, including the shortage of HR digital talents, ambiguous career development pathways for employees, inefficient offline processes of core businesses, and low utilization rate of HR systems. Using a combination of literature research, longitudinal case study and questionnaire survey, this study systematically explores the practical pathways for modular digital reconstruction of human resource functions, including constructing a standardized human resource management framework (personnel classification, role clusters, hierarchical mapping) and building an integrated modular digital platform integrating business management, self-service and business intelligence analytics. This study not only enriches the theoretical research on digital transformation of human resources in traditional manufacturing industry, but also provides a practical framework for similar enterprises to break through management bottlenecks and promote the transformation of human resource functions from transactional processing to strategic collaboration.

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