ARTIFICIAL INTELLIGENCE AND HUMAN RELATIONS IN THE CORPORATE ENVIRONMENT

Abstract

The incorporation of artificial intelligence (AI) into corporate environments has transformed decision-making processes, communication patterns, control mechanisms, and people-management practices. This article analyzes how such changes affect human relations at work, focusing on trust, autonomy, motivation, cooperation, leadership, psychological safety, and psychological contracts. Methodologically, this is a qualitative, exploratory-descriptive study based on an integrative literature review and theoretical essay, connecting classic authors in human relations and organizational behavior with recent studies on AI, human–machine collaboration, and algorithmic management. The analysis indicates that AI can enhance capabilities, democratize access to knowledge, and reduce low-value tasks, while it can also create social distancing, surveillance, reduced autonomy, objectification, and loss of legitimacy when implemented opaquely or primarily as a control mechanism. The relational effects of AI are therefore contingent on sociotechnical design and governance. The article proposes six principles for responsible adoption: purpose, proportionality, participation, meaningful human oversight, relational transparency, and continuous learning. It concludes that the corporate challenge is not to choose between technology and humanization, but to integrate AI so that efficiency is accompanied by trust, fairness, and preservation of human centrality.