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Introduction
The rapid evolution of artificial intelligence (AI) is significantly reshaping the business landscape, especially within human resource management (HRM) (Dubey, 2023). This rapidly evolving technological landscape demands that organisations make strategic decisions quickly and adaptively. This requires tools or systems that help navigate complexities, anticipate challenges, and seize opportunities. Consequently, Okatta, Ajayi, and Olawale (2024) highlight that organisations are increasingly utilising human resource analytics (HRA) to enhance decision-making within the dynamic realm of human resources (HR). For Khaliq and Saritha (2023), HRA, often referred to as people analytics or talent analytics, entails the use of analytical methods on HR data to identify significant patterns, trends, and relationships. It refers to the methodical examination of HR data aimed at guiding decision-making processes, improving organisational effectiveness, and refining workforce management approaches (Okatta et al., 2024). HRA incorporates AI into HR processes, allowing organisations to enhance their ability to analyse, predict, and diagnose various workplace challenges, ultimately leading to more informed decisions regarding employee management (Dubey, 2023). The growing interest in HRA has led to its adoption across various management disciplines, particularly in HR, where departments are increasingly using data to enhance decision-making (McCartney & Fu, 2022). This approach allows organisations to transcend conventional HR methods, enabling them to make data-driven decisions that enhance both workforce effectiveness and overall business outcomes (Khaliq & Saritha, 2023).
It is widely recognised that industries driven by innovation are increasingly becoming the primary catalysts for global economic recovery and growth (Li, Guo & Cao, 2021). Khaliq and Saritha (2023) mention that the management of the workforce has grown more intricate due to several factors, including globalisation, advancements in technology, and shifts in workforce demographics. Therefore, the process of decision-making within organisations is inherently complex and dynamic, influenced by a multitude of internal and external factors (Li et al., 2021). Krishna, Sharma, Jadhav and Manoj (2022) add that decision-making has evolved into a multifaceted and often unpredictable endeavour that hinges on accurate information. In this current dynamic business landscape, organisations are increasingly acknowledging the vital importance of HR in achieving organisational success. Katfi, Mrhari, Katfi and El Mnouer (2023) state that HRM is a crucial...