How HR analytics catalyzes bank competitiveness: Investigating the mediating role of data-driven decision-making and the moderating effect of organizational agility
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Received February 7, 2025;Accepted May 20, 2025;Published June 24, 2025
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Author(s)Link to ORCID Index: https://orcid.org/0000-0002-9799-7198
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DOIhttp://dx.doi.org/10.21511/bbs.20(2).2025.09
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Article InfoVolume 20 2025, Issue #2, pp. 107-119
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Cited by1 articlesJournal title: Problems and Perspectives in ManagementArticle title: Assessment of key parameters for clustering EU countries by socio-economic development componentsDOI: 10.21511/ppm.23(3).2025.15Volume: 23 / Issue: 3 / First page: 205 / Year: 2025Contributors: Vladimir Bilozubenko, Yuliia Yehorova, Viktoriia Taranenko, Yuriy Petrushenko, Tetiana Yakovenko, Natalia Nebaba, Fedir Zhuravka
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In today’s data-driven economy, banks face growing pressure to enhance their competitiveness through evidence-based strategic management. This study investigates the role of human resource analytics in fostering bank competitiveness within the Jordanian banking sector. Specifically, it explores the mediating role of data-driven decision-making and the moderating impact of organizational agility. The study employed a quantitative approach, surveying 293 manager-level professionals from departments such as human resources, planning, and risk management in Jordanian banks. Data were collected via an electronic survey conducted between October and December 2024. A five-point Likert scale captured participants’ perceptions of HR analytics, data use in decision-making, organizational agility, and competitiveness. Partial least squares structural equation modeling was utilized to test the model’s direct and indirect relationships. The results provide strong empirical support for all five hypotheses. HR analytics was found to significantly influence bank competitiveness (β = 0.432, p < 0.01) and data-driven decision-making (β = 0.421, p < 0.01). Data-driven decision-making had the strongest direct effect on competitiveness (β = 0.485, p < 0.01). Indirect effects revealed a significant mediating role for data-driven decision-making (β = 0.312, p < 0.01), while organizational agility was shown to positively moderate the HR analytics-competitiveness relationship (β = 0.297, p < 0.01). These findings highlight the strategic value of HR analytics in enhancing decision-making processes and emphasize the role of agility in unlocking its full potential. The study contributes valuable insights for banking leaders seeking to align HR analytics with competitive strategy in dynamic environments.
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JEL Classification (Paper profile tab)M12, M15, M51, G21
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References51
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Tables4
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Figures0
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- Table 1. Reliability and validity assessment
- Table 2. Discriminant validity (Fornell-Larcker criterion)
- Table 3. Hypothesis testing (direct effects)
- Table 4. Hypothesis testing (indirect effects)
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The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan
Shaker Al-Qudah, Abdallah Mishael Obeidat
, Hosam Shrouf , Mohammed A. Abusweilem
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.19
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 219-230 Views: 4687 Downloads: 3933 TO CITE АНОТАЦІЯPerformance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations.
The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions. -
Embracing AI and Big Data in customer journey mapping: from literature review to a theoretical framework
Mario D'Arco, Letizia Lo Presti
, Vittoria Marino
, Riccardo Resciniti doi: http://dx.doi.org/10.21511/im.15(4).2019.09
Innovative Marketing Volume 15, 2019 Issue #4 pp. 102-115 Views: 4274 Downloads: 2142 TO CITE АНОТАЦІЯNowadays, Big Data and Artificial Intelligence (AI) play an important role in different functional areas of marketing. Starting from this assumption, the main objective of this theoretical paper is to better understand the relationship between Big Data, AI, and customer journey mapping. For this purpose, the authors revised the extant literature on the impact of Big Data and AI on marketing practices to illustrate how such data analytics tools can increase the marketing performance and reduce the complexity of the pattern of consumer activity. The results of this research offer some interesting ideas for marketing managers. The proposed Big Data and AI framework to explore and manage the customer journey illustrates how the combined use of Big Data and AI analytics tools can offer effective support to decision-making systems and reduce the risk of bad marketing decision. Specifically, the authors suggest ten main areas of application of Big Data and AI technologies concerning the customer journey mapping. Each one supports a specific task, such as (1) customer profiling; (2) promotion strategy; (3) client acquisition; (4) ad targeting; (5) demand forecasting; (6) pricing strategy; (7) purchase history; (8) predictive analytics; (9) monitor consumer sentiments; and (10) customer relationship management (CRM) activities.
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Relationships between human resource management practices, employee satisfaction, service quality, and employee service behavior in the hotel industry
Alhareth Mohammed Abu Hussein, Al Montaser Mohammad
, Ahmad Alheet
, Mahmoud Hussein Abu Joma
, Salman Abu Lehyeh
doi: http://dx.doi.org/10.21511/ppm.21(1).2023.21
Problems and Perspectives in Management Volume 21, 2023 Issue #1 pp. 242-252 Views: 3469 Downloads: 1088 TO CITE АНОТАЦІЯThe hotel industry is critical in developing the economy. Moreover, it is the largest and most rapidly growing industry in Jordan. Employee satisfaction is a crucial element for the success of any organization, particularly in the hotel industry. Therefore, this study aims to examine the influence of human resource management (HRM) practices since these constructs could influence different outcomes at the workplace, such as employee satisfaction, service quality, and employee service behavior in the hotel industry. The study has undertaken five primary HRM practices – recruitment, capability, compensation, performance appraisal, and training and development (T&D) – to measure their impact on employee satisfaction, service quality, and employee service behavior. Data were collected from 290 employees and 290 customers of Jordan’s hotels across all categories in the four main tourist attractions: Amman, Petra, Aqaba, and the Dead Sea. A quantitative approach was employed using various statistical tools such as mean, tabulation of data, correlation, and ANOVA by SPSS software. The results indicated that HRM practices positively affect service quality, employee service behavior, and employee satisfaction. It was also found that when employees in Jordan’s hotel industry demonstrate excellent service behavior, the customer perceptions of service quality increase. Finally, effective human resource management strategy systematically organizes all individual human resource management measures to directly influence employee satisfaction, service behavior, and service quality in a way that leads hotels to achieve organizational success.