Nazir, Muhammad Arsalan ORCID: https://orcid.org/0000-0001-5416-9010, Azam, Iqra and Zhu, Xiaoxian (2026) Strategic HR in the digital era: synergising retention, inclusion and AI-driven practices for organisational performance in the IT industry. Journal of Organizational Effectiveness: People and Performance. pp. 1-30. ISSN 2051-6614 (Print), 2051-6622 (Online) (doi:10.1108/JOEPP-08-2025-0730)

Preview

PDF (Author's Accepted Manuscript) 52623 NAZIR_Strategic_HR_In_The_Digital_Era_Synergising_Retention_(AAM)_2026.pdf - Accepted Version Available under License Creative Commons Attribution Non-commercial. Download (548kB) | Preview

Abstract

Purpose
Despite growing recognition of human resource management (HRM)'s strategic importance in technology-driven sectors, limited research examines how talent retention, diversity and inclusion (D&I) and technological integration interconnect within emerging markets confronting brain drain, sociocultural barriers and weak institutional frameworks. This study investigates how information technology (IT) firms in Pakistan design and implement these HRM practices and strategies, impacting employee engagement and organisational performance.
Design/methodology/approach
Guided by the resource-based view (RBV), this qualitative multi-site study employed hybrid semi-structured interviews with 16 HR professionals across 8 IT organisations of varying sizes in 4 Pakistani cities. Rigorous thematic analysis revealed how strategic HRM practices function as valuable, rare, inimitable and non-substitutable (VRIN) resources generating sustainable competitive advantage.
Findings
Three interconnected themes as HRM practices and strategies emerged: talent retention through promotional policies, personalised recognition and trust-based management addressing turnover and migration; D&I via blind recruitment, culturally aware leadership and cultural celebrations navigating deep-rooted barriers; and technological integration deploying HRIS platforms, artificial intelligence (AI) tools (IBM Watson, HireVue) and predictive analytics whilst prioritising ethical governance. Organisations synergistically integrating all three practices achieved superior outcomes. A proposed framework illustrates synergistic effects enhancing employee engagement and performance.
Practical implications
Practically, organisations should adopt synergistic HRM approaches integrating career development pathways, recognition-based compensation, flexible work arrangements, blind recruitment practices, cultural diversity celebrations and HRIS/AI platforms (IBM Watson, SAP SuccessFactors) supported by comprehensive ethical governance and staff training programmes.
Originality/value
Addressing critical gaps in emerging market HRM research, this study extends RBV by demonstrating how strategically integrated practices transform talent retention, diversity and AI technologies into VRIN-based assets despite pervasive brain drain and institutional deficits. The framework breaks new ground by positioning ethical AI governance as a trust-building imperative. HR practitioners gain evidence-based blueprints for turning resource constraints and cultural complexities into strategic advantages through responsible technological transformation.

Item Type:	Article
Uncontrolled Keywords:	human resource management, talent retention, diversity and inclusion, AI-Driven HR practices, resource-based view, emerging markets
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor T Technology > T Technology (General)
Faculty / School / Research Centre / Research Group:	Greenwich Business School Greenwich Business School > Executive Business Centre
Last Modified:	10 Mar 2026 14:55
URI:	https://gala.gre.ac.uk/id/eprint/52623

Actions (login required)

View Item

Downloads