Sustainable HRM in the age of analytics: capabilities, risks and a path forward

PurposeThis special issue explores the relationship between sustainable human resource (HR) management (HRM) and organizational performance. It introduces new definitions, theoretical frameworks and practical implications. The issue highlights the significance of sustainable HRM in navigating tensions between social, environmental and economic objectives and examines how HRM can contribute to fostering more innovative and sustainable workplaces.Design/methodology/approachThrough a combination of literature reviews, conceptual papers and empirical studies, this issue contributes to the understanding of how sustainable HRM practices can effectively support sustainability and organizational performance. It integrates insights from diverse geographical regions – including Asia, Oceania, Africa, the Middle East, North America and Europe – and examines various industries such as hospitality, ICT, local government and SMEs. Additionally, it introduces a new definition of sustainable HRM and the 5E conceptual framework, which helps navigate tensions between efficiency, equity, ethics, engagement and environmental sustainability.FindingsThe articles in this issue collectively argue that sustainable HRM extends beyond traditional HR functions to play a transformative role in organizational strategy. We propose a reconceptualization of sustainable HRM as an integrated approach that fosters sustainable employment relationships, enhances stakeholder collaboration and aligns HR practices with broader sustainability goals and the common good.Practical implicationsThe insights presented in this issue have significant implications for HRM professionals, business leaders and policymakers. The proposed frameworks and strategies emphasize the need for HRM to move beyond a performance-driven focus to actively contribute to low-carbon, sustainability transitions. By implementing sustainable HRM practices, organizations can foster innovation and long-term value creation for both businesses and society.Originality/valueThis special issue advances our understanding of how HRM operates at the intersection of organizational performance and sustainability. It expands the scope of stakeholders considered in sustainable HRM, the importance of respecting the limits of ecosystem sustainability and the transformative impact of technology in shaping HR strategies. Additionally, it emphasizes social sustainability by exploring how HRM can foster sustainable employment relationships and enhance worker well-being. The issue offers a critical and reflective perspective on the role of HRM in addressing contemporary global challenges.

Purpose As organizations increasingly adopt data-driven technologies to support fast, reliable and predictive workforce decisions, human resource analytics (HRA) has emerged as a critical enabler of strategic human resource management (HRM). Despite its growing importance, there remains a lack of conceptual clarity on how to systematically develop HRA capabilities within organizations. This study seeks to address this gap by identifying the key components required to build robust HRA capability architecture. Design/methodology/approach Grounded in the theoretical lens of the capabilities-based view (CBV) this study employs a systematic literature review and thematic analysis of 198 peer-reviewed research articles to extract patterns and themes related to the development of HRA capabilities. Findings The analysis revealed four overarching capability dimensions essential for building an HRA capability architecture: business assimilation capability, data management capability, organizational process capability and analytical capability. These are further unpacked into 11 sub-themes, including the role of HRA, goals of HRA, human resource (HR) data, determinants of HRA, applications of HRA, level of analysis in HRA, HRA techniques, competencies for HRA, use of information technology (IT) tools, challenges of HRA and stakeholders of HRA. Research limitations/implications This study advances the theoretical understanding of HR analytics by adopting the CBV to conceptualize the architecture required for HRA capability development in organizations. Practical implications Organizations seeking to develop robust HRA functions can benefit from the comprehensive capability framework proposed in this study. The four dimensions – business assimilation, data management, organizational process and analytical capability – serve as actionable pillars for designing HRA initiatives. HR leaders and analytics practitioners can use the 11 sub-themes as a diagnostic tool to assess maturity, identify capability gaps and align HRA investments with strategic business objectives. The framework also assists in integrating IT tools, developing analytics talent and navigating implementation challenges. It promotes a structured approach to embedding analytics in HR decision-making processes across diverse organizational contexts. Social implications By enhancing HRA capabilities, organizations can foster more equitable, transparent and data-driven HR practices that benefit employees and stakeholders alike. Improved analytics can support fair hiring, inclusive workforce planning, and objective performance management. Moreover, the framework emphasizes stakeholder engagement, highlighting the social dynamics necessary for successful HRA integration. This approach supports the ethical deployment of people analytics, ensuring that technological advancements in HR serve human-centered outcomes rather than solely organizational efficiency. Originality/value This research offers a novel and comprehensive HRA capability architecture grounded in a CBV, filling a crucial gap in both academic and practitioner-oriented literature. The framework provides a unifying structure to guide both theoretical inquiry and practical implementation, marking a significant step toward institutionalizing analytics within HRM. Its relevance extends to organizations navigating digital transformation, offering a strategic roadmap for embedding analytics into human capital decision-making processes.

PURPOSE: Human resources (HR) analytics systems, powered by big data, AI algorithms, and information technology, are increasingly adopted by organizations to enhance HR’s impact on business performance. However, despite the widespread acknowledgment of the importance of “analytical skills” among HR practitioners in successfully implementing HR analytics systems, the specific nature of these skills remains unclear. This paper aims to address this ambiguity by firstly clarifying the concept of “analytical skills,” secondly identifying skill gaps that may hinder the effective utilization of computer-assisted analytics among HR practitioners, and thirdly advocating for standardization in the understanding of “analytical skills” within the business context, particularly within HR. METHODOLOGY: We examine business “analytical skills” through the theoretical framework of the knowledge, skills, and abilities (KSA) included in the Occupational Information Network (O*NET) content model. Using data from the O*NET database, occupations were classified into Human Resource Management (HRM) and Analytical occupations. Then, we identified the top highly required KSAs in analytical occupations and compared their levels with those of HRM occupations to pinpoint potential gaps hindering the effective utilization of HR analytics. FINDINGS: Using the O*NET database, which describes work and worker characteristics, we establish the highly required analytical KSAs in the business analytics context that might be labeled “analytical skills”. Then, the gap analyses reveal that important analytical KSAs, such as knowledge of sales and marketing, skills in operations analysis, and abilities in mathematical and inductive reasoning, are not expected from HR occupations, creating serious barriers to HR analytics development. In general, we have found that while HR practitioners possess some of the necessary analytical KSAs, they often lack in areas such as mathematics, computers, and complex problem-solving. IMPLICATIONS: Our findings underscore the need for standardization in HR analytics definitions, advocating for the adoption of the O*NET content model as a universal framework for understanding HR analytical knowledge, skills, and abilities (KSAs). By identifying critical analytical KSAs, our research can assist HR departments in improving training, recruitment, and development processes to better integrate HR analytics. Furthermore, we identify significant gaps in analytical skills among HR practitioners, offering potential solutions to bridge these gaps. From a theoretical perspective, our precise definition of HR “analytical skills” in terms of analytic KSAs can enhance research on the effects of HR analytics on organizational performance. This refined understanding can lead to more nuanced and impactful studies, providing deeper insights into how HR analytics contributes to achieving strategic business goals. ORIGINALITY AND VALUE: Our research offers three original insights. First, we establish a standard for HR analyst skills based on the O*NET content model, providing a clear framework for the essential knowledge, skills, and abilities required in HR analytics. Second, we identify significant analytical gaps among HR professionals, highlighting areas that need development and attention. Third, we recognize the necessity for closer cooperation between HR and professional analysts, emphasizing that such collaboration is crucial for maximizing the benefits of computer-assisted HR analytics. These insights ensure that HR analytics can move beyond being a management fad and have a real, lasting impact on business outcomes.

Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

In the modern business landscape, human capital remains a critical driver of organizational success. Beyond technical skills, a motivated and well-managed workforce is essential for achieving sustained growth and innovation, particularly in the technology-driven environment. Human Resource (HR) analytics, also referred to as people analytics, has emerged as a transformative tool, enabling organizations to make data-driven decisions that optimize workforce performance, enhance productivity, and align HR practices with strategic objectives. This research investigates the impact of HR analytics on workforce management in the Information Technology (IT) sector of Karnataka, a region renowned for its burgeoning IT industry centered in Bengaluru. The study emphasizes how HR analytics can address challenges related to talent acquisition, skill shortages, employee retention, and productivity enhancement in this competitive sector. HR analytics leverages data analysis techniques to collect, analyze, and interpret workforce data, offering actionable insights for decision-making in areas such as recruitment, training, performance evaluation, and employee engagement. By integrating advanced metrics and predictive analytics, organizations can identify trends, forecast talent demands, and design interventions tailored to specific workforce needs. This research highlights the role of HR analytics in transforming HR from a traditional administrative function into a strategic partner that directly contributes to business outcomes. This study employs a descriptive research design to examine the relationship between HR analytics adoption and workforce performance in Karnataka's IT sector. Data were collected through structured surveys administered to 204 employees across multiple IT firms, with a focus on understanding perceptions of HR analytics and its influence on productivity, engagement, and retention. The variables analyzed include HR analytics adoption, employee productivity, engagement levels, and turnover rates. Descriptive statistics and correlation analysis were employed to explore relationships among these variables, offering a comprehensive understanding of the transformative potential of HR analytics. The findings reveal that HR analytics significantly enhances organizational efficiency and productivity. By utilizing evidence-based decision-making, HR professionals can identify productivity drivers such as training effectiveness, employee engagement, and performance outcomes. Organizations that effectively implement HR analytics report improved hiring precision, targeted training programs, and proactive measures to address skill gaps. Moreover, HR analytics facilitates strategic alignment by linking HR initiatives to broader organizational goals, ensuring that workforce strategies contribute directly to business objectives. Enhanced employee engagement, reduced turnover, and improved job satisfaction are additional benefits, highlighting the multifaceted impact of HR analytics on organizational success. The IT sector in Karnataka, particularly in Bengaluru, faces unique challenges due to rapid technological advancements, high employee turnover, and intense competition for skilled talent. This study underscores the critical role of HR analytics in addressing these issues. By analyzing workforce data, organizations can proactively manage talent pipelines, design retention strategies, and foster a culture of continuous learning and development. The predictive capabilities of HR analytics further enable organizations to anticipate future workforce needs, mitigate risks, and remain competitive in an ever-evolving industry. Despite its numerous benefits, the adoption of HR analytics in India remains at a nascent stage. The study identifies barriers such as low awareness, inadequate training, and resistance to change among HR professionals. Addressing these challenges requires a concerted effort to enhance the competency of HR practitioners, invest in advanced analytics tools, and foster a data-driven culture within organizations. By overcoming these obstacles, companies can unlock the full potential of HR analytics and drive sustained growth and innovation. This research contributes to the growing body of knowledge on HR analytics by providing insights into its practical application and impact in the Indian IT sector. It highlights the strategic importance of integrating analytics into HR practices and underscores the need for organizations to embrace data-driven decision-making to achieve long-term success. The study also offers actionable recommendations for HR professionals and business leaders, emphasizing the importance of training, resource optimization, and continuous improvement in leveraging HR analytics for workforce management. By adopting these strategies, organizations can enhance employee productivity, improve organizational outcomes, and maintain a competitive edge in today’s dynamic business environment.

PurposeDriven by the rapidly accelerating pace of technology-enabled developments within human resource management (HRM), human resource (HR) analytics is infiltrating the research and business agenda. As one of the first in its field, the purpose of this paper is to explore what the future of HR analytics might look like.Design/methodology/approachUsing a sample of 20 practitioners of HR analytics, based in 11 large Dutch organizations, the authors investigated what the application, value, structure, and system support of HR analytics might look like in 2025.FindingsThe findings suggest that, by 2025, HR analytics will have become an established discipline, will have a proven impact on business outcomes, and will have a strong influence in operational and strategic decision making. Furthermore, the development of HR analytics will be characterized by integration, with data and IT infrastructure integrated across disciplines and even across organizational boundaries. Moreover, the HR analytics function may very well be subsumed in a central analytics function – transcending individual disciplines such as marketing, finance, and HRM.Practical implicationsThe results of the research imply that HR analytics, as a separate function, department, or team, may very well cease to exist, even before it reaches maturity.Originality/valueEmpirical research on HR analytics is scarce, and studies on scenarios, values, and structures of expected developments in HR analytics are non-existent. This research intends to contribute to a better understanding of the development of HR analytics, to facilitate business and HR leaders in taking informed decisions on investing in the further development of the HR analytics discipline. Such investments may lead to an enhanced HR analytics capability within organizations, and cultivate the fact-based and data-driven culture that many organizations and leaders try to pursue.

PurposeThis systematic literature review aims to explore the adoption, global acceptance and implementation of human resources (HR) analytics (HRA) by reviewing literature on the subject. HRA adoption can assist HR professionals in managing complex procedures and making strategic human resource management (SHRM) decisions more effectively. The study also aims to identify the applications of analytics in various disciplines of management.Design/methodology/approachThe review is conducted using a domain-based structured literature review (SLR), emphasizing the diffusion of innovative thinking and the adoption process of HRA among early adopters. The philosophical stances are analyzed with the combination of research onion model and PRISMA protocol. Secondary data are gathered from published journals, books, case studies, conference proceedings, web pages and media stories as the primary source of information.FindingsThe study finds that skilled professionals and management assistance can significantly impact adoption intentions, enabling professionals to deal with analytics. The examples and analytical models provided by early adopters allow managers to manage complex processes and make SHRM decisions.Research limitations/implicationsThe study suggests that the lack of use of quantitative techniques is a key limitation and should be considered in future studies. Despite the rise in the number of research papers on HRA, its application in the workplace remains limited.Practical implicationsThis research can assist managers in implementing HRA and help resolve complex and inefficient processes, making SHRM decisions.Originality/valueThis study adds to the existing body of knowledge on how HRA can aid a company's efficacy and performance and can be considered one of the first to link adoption and HRA.

The common agreement in human resource management (HRM) literature suggests that organizations willing to attract and retain human resources for running business in the future must change the prevailing situation where human resources are rather consumed than developed. In doing this, sustainable HRM has been introduced recently as a response to changes on societal level, labor market, and employment relations. Sustainable HRM is seen as an extension of strategic HRM and presents a new approach to people management with the focus on long-term human resource development, regeneration, and renewal. However, the attributes of sustainable HRM, as compared to mainstream HRM, are not clear. The paper aims at closing this gap by proposing and revealing the characteristics of sustainable HRM, namely: Long-term orientation, care of employees, care of environment, profitability, employee participation and social dialogue, employee development, external partnership, flexibility, compliance beyond labour regulations, employee cooperation, fairness, and equality. This is a theoretical paper.

PurposeOver time, sustainability and human resource management (HRM) have become inseparable. The duo involves applying the multifaceted idea of sustainability and the United Nations' (UN) sustainable development goals (SDGs) to people and work organizations. Lately, green human resource management (GHRM) has emerged as a distinct area to explore organizational initiatives, aimed at sustainable practices. Despite the potential growth of literature in specified domains, there is a dearth of studies focused on synthesizing the literature from sustainability and organizational performance views. The present study aims to review and synthesize extant literature on sustainable and green HRM and their role in organizational performance and propose a future research agenda.Design/methodology/approachThe present study is based on the review of 65 articles on sustainable and green HRM. Scientific Procedures and Rationales for Systematic Literature Review (SPAR-4-SLR) and theory, characteristics, context and methodology (TCCM) framework have been applied to synthesize the results. Scopus is used as a major database for retrieving the articles. The publications for this research are selected using CABS ranking (4*, 4 and 3) as the criterion.FindingsApplication of the TCCM framework and synthesis of the literature revealed that the introduction of SDGs and emphasis on sustainability has reinvigorated research interest in sustainable HRM and tremendous research being published post-SDGs adoption. GHRM plays an important role in affecting organizational performance The results also revealed the widespread use of resource-based perspective, social identity theory, A-M-O and social exchange theory. Additionally, the quantitative approach has been largely employed for GHRM research. Future research can be undertaken by employing a qualitative approach as current literature due to the dearth of qualitative approaches in contemporary literature.Practical implicationsThis study advances the body of knowledge by offering a unified conceptual framework and surfaces the latest trends and future directions in this domain. A conceptual framework can be empirically tested in future studies. The study identifies antecedents, moderators, mediators and outcomes of GHRM. The application of these variables can practically help in achieving sustainability and organizational effectiveness. It can further align organizational efforts toward the achievement of sustainable development goals. The concept establishes the role of GHRM in organizational performance.Originality/valueDespite the growing literature in the domain of GHRM, knowledge remains diverse and piecemeal. Anchored by several theoretical lenses, the concept of GHRM is a fragmented phenomenon. As a result, this Systematic Literature Review (SLR) is critical in identifying gaps and bringing to light various theories that can enhance the domain's theoretical lens. The role of antecedents, moderators and mediators of GHRM in affecting organizational performance has been established. Furthermore, by synthesizing the methods used to get authentic and robust results, the piece of research will serve as a guide for future researchers.

In the rapidly evolving landscape of contemporary business, Small, Medium and Micro enterprises (SMMEs) must adopt intelligent and strategic approaches to maintain their competitive edge. A significant method for achieving this is using Human Resource (HR) analytics, which enables organisations to make informed decisions based on data insights. By examining workforce patterns, companies can enhance recruitment processes, retain high-performing employees, and increase productivity. Nevertheless, numerous SMMEs face challenges in fully integrating HR analytics due to limited resources, insufficient expertise, and resistance to change, which complicates effective workforce management. This paper investigates how HR analytics can empower SMMEs to make informed, data-driven choices that fortify their operations. It aligns with Sustainable Development Goal (SDG) 8, which advocates for sustainable economic growth, productive employment, and decent work for all individuals. Through a systematic review of existing literature, this study assesses the advantages, obstacles, and best practices associated with implementing HR analytics in smaller enterprises. The results indicate that HR analytics can revolutionise personnel management within SMMEs, facilitating processes from selecting suitable candidates to forecasting employee turnover and enhancing overall workplace productivity. It offers actionable recommendations for SMMEs to adopt HR analytics, including using cost-effective digital tools, fostering a data-centric organisational culture, and investing in employee development.

Background With the increasing demand for sustainability in traditional human resource management (HRM), firms in developing countries struggle to meet both efficiency and sustainability needs. In response to this deficiency, the present study proposes a sustainable human resource management (SHRM) model focusing on the interaction of SHRM pillars with the perceived barriers and paradoxical views among human resource (HR) managers. Objective This paper employs an exploratory qualitative case study of how SHRM is perceived from the perspective of HR managers and their paradoxical views and barriers during the process. Methods Drawing on paradox theory and derive the data from four semi-structured interviews. The study engaged with a qualitative research tool using ATLAS.ti 24. Results The study found that the four pillars of SHRM are dominantly present, namely, socially responsible human resource management, green human resource management, triple bottom line, and common good human resource management, while another pillar of SHRM, namely, triple bottom line found a weak balance between planet, profit, and people, which significantly shows an efficiency-substance paradox. Other paradoxes were identified, namely, the efficiency-responsibility paradox and the present-future paradox. Conclusions We present an integrated model of interaction between pillars, barriers, and paradoxes of SHRM practices to guide HR managers in decision-making, planning, and evaluation. The study implies that although firms have demonstrated SHRM practices, external and internal support is certainly needed to fully assist them in managing SHRM and their paradoxical views and concerns.

Background: The rapid advancements in data-driven decision-making have revolutionized various industries, including the hospitality sector. Human Resource (HR) Analytics, a key component of this transformation, leverages data analysis to enhance workforce management, improve employee performance and drive strategic decision-making. However, the level of adoption of HR Analytics in the Indian hospitality industry remains an emerging and evolving concept. The hospitality industry, known for its dynamic and labour-intensive nature, heavily relies on effective human resource management. Challenges such as high employee turnover, skill shortages, job dissatisfaction and workforce mobility make HR Analytics an essential tool for improving efficiency and strategic workforce planning. Objectives: This study examines the key change factors influencing the adoption of Human Resource Analytics among Human Resource professionals in the Indian hospitality sector. It aims to analyse how individual perceptions, organizational culture and accessibility to HR technology impact the acceptance of HR Analytics. Methodology: A quantitative research design was adopted, data gathered through a structured questionnaire distributed via Google Forms. The study targeted HR professionals across various levels in the Indian hospitality industry, with a specific focus on metropolitan cities such as Delhi, Mumbai, Bangalore and Kolkata. A snowball sampling technique was used to reach participants. Out of the targeted 300 respondents, 75 valid responses were analysed. Statistical tools such as correlation analysis and linear regression were applied to assess the relationships between variables, including sense of capability, cultural influence, HR technology accessibility, data availability, risk framing strategy, ease of adoption and work performance enhancement. Results: The study found that six out of seven factors significantly influenced HR Analytics adoption. Work performance enhancement had the highest impact (Adjusted R² = 0.460, p < 0.05), followed by cultural influence (Adjusted R² = 0.307, p < 0.05) and HR technology accessibility (Adjusted R² = 0.258, p < 0.05). However, risk framing strategy showed no significant impact (p > 0.05). The study also confirmed that these factors are interrelated, highlighting the need for a comprehensive approach to HR Analytics implementation. Conclusion: The findings suggest that successful HR Analytics adoption in the Indian hospitality industry requires a multi-faceted approach, including employee training, leadership support, flexible work environments and investments in HR technology. Organizations must ensure that employees perceive HR Analytics as beneficial and easy to use, addressing concerns about data security and change resistance. Future research should explore the organizational-level adoption of HR Analytics and expand the sample size for broader insights.

PurposeThis study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.Design/methodology/approachThis study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.FindingsThere is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.Practical implicationsThe evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.Originality/valueThis study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

There is a widespread consensus in prior literature that innovative work behaviour is a crucial factor in enabling organisations to adapt to rapid changes, to gain a competitive advantage, and create a sustainable organisation. Despite its importance, knowledge about potential drivers of this behaviour is fragmented and inconsistent. As such, organisations may be restricted in their ability to innovate because they do not know how to induce the employees in a way that will encourage them to explore, generate, champion, and finally implement the ideas. Recently, human resource management (HRM) has been explored among potential drivers, considering it as primary means by which organisations can influence and shape the behaviours of employees. Despite the notion that HRM predicts innovative work behaviour, there is a lack in the literature of insights into the ways the organisations can stimulate behaviour by offering sustainability-focused HRM. Sustainable HRM refers to a new approach to people management with the focus on external business environment (openness), respect for the employee (respect), and balanced interests of employer and employee (continuity). Relying on the notion that organisations are gradually introducing sustainable HRM and trying to close the gap in the literature, the paper is designed to link a new approach to people management with innovative work behaviour. The aim of the paper is an initial assessment of whether sustainable HRM is a driver for innovative work behaviour. Disentangling four dimensions of innovative work behaviour makes it possible to determine whether sustainable HRM can stimulate different behaviour types linked to idea exploration, idea generation, idea championing, and idea implementation. The results of a preparatory survey of 306 employees working in Lithuanian companies showed that respect-oriented HRM and continuity-oriented HRM were positively related to innovative work behaviour and the appropriate dimensions (except for idea exploration in case of continuity-oriented HRM); meanwhile, there was no support for the relationship between openness-oriented HRM and innovative work behaviour. Overall, sustainable HRM was found to be a driver for enhancing innovative work behaviour and its dimensions.

Purpose In today’s dynamic business environment, organizations increasingly depend on technological and strategic tools such as business intelligence (BI), integrated reporting (IR), automated decision-making (ADM) and human resource (HR) analytics to enhance organizational agility (OA). While HR analytics is acknowledged as an essential foundation of modern HR practices, the combined influence of BI, IR, ADM and HR analytics on OA remains underexplored. This study aims to investigate these relationships, emphasizing the mediating role of HR analytics using resource-based view theory. Design/methodology/approach Data were collected from 360 HR managers across various organizations in India. The proposed research model was tested using partial least squares structural equation modeling with the help of SmartPLS 4.0 software. Findings The results indicate strong, positive relationships among BI, IR, HR analytics, ADM and OA. HR analytics plays a critical mediating role, effectively bridging the gap between these tools and fostering greater agility. Practical implications This study provides strategic guidance for organizations aiming to integrate BI, IR, HR analytics and ADM. Understanding the interrelationship among these tools helps decision-makers optimize resource allocation to improve agility. Originality/value This research offers a fresh perspective within the HR domain by exploring the interplay between BI, IR, HR analytics, ADM and OA. It contributes to both theoretical advancements and practical insights, aiding HR practitioners and organizational leaders in enhancing agility.