CONCEPTUAL FRAMEWORK OF THE CATEGORY “PERSONNEL” IN THE CONTEXT OF DIGITALIZATION AND SOCIALY RESPONSIBLE MANAGEMENT

Amid growing organizational complexity, digital transformation, and increasing emphasis on socially responsible governance, the category of “personnel” is undergoing significant theoretical reevaluation. The article explores the conceptual evolution of this term, arguing for a reconceptualization grounded in interdisciplinary perspectives. While traditionally defined through quantitative or functional frameworks, “personnel” today must also be understood as a complex socio-economic and psychological construct that integrates individual traits, motivation, emotional intelligence, communication skills, and adaptability. These personal dimensions are critical not only for effective organizational functioning but also for ensuring long-term sustainability and resilience. The study investigates how the interaction between economic theory, labor sociology, and organizational behavior shapes the modern understanding of personnel. It systematizes existing definitions and approaches, including legal, administrative, and socio-psychological perspectives, each highlighting specific aspects such as contractual status, role flexibility, or interpersonal dynamics. The paper emphasizes the growing relevance of human-centered strategies in HR management, driven by the expanding role of artificial intelligence, platform-based employment, and analytics-based decision-making. Personnel is thus positioned as a hybrid resource – both human and digital – whose value extends beyond labor input to include creativity, ethical conduct, and the capacity for continuous learning. The article contributes to contemporary academic discourse by positioning “personnel” as a multidimensional concept that reflects the complex interplay between human capacities and digital systems, relevant for scholars, HR practitioners, and policymakers seeking sustainable workforce strategies in conditions of uncertainty and innovation. By analyzing current trends in human capital theory and digital workforce integration, the article demonstrates the necessity of redefining personnel as a dynamic organizational asset. This reconceptualization allows HR professionals, researchers, and policymakers to develop more adaptive, inclusive, and strategically aligned approaches to personnel development, especially in the context of agrarian and industrial sectors facing accelerated transformation.