HR Analytics and Organizational Performance in Pakistani Banks: The Mediating Role of Decision Bias Mitigation and Moderating Effect of Managerial Experience

Authors

  • Asif Ali PhD Scholar, Department of Business Administration, University of Sialkot (USKT), Sialkot, Pakistan
  • Inam Ullah Khan Assistant Professor, Department of Business Administration, University of Sialkot, Sialkot, Pakistan

DOI:

https://doi.org/10.47205/jdss.2026(7-I)12

Keywords:

HR Analytics, Organizational Performance, Decision Bias Mitigation, Pakistani Banking Sector, Managerial Experience, Technology Adoption

Abstract

To explore the difference of HR analytics, technology use and organizational culture on performance of Pakistani banks mediated by DBM and moderated by managerial experience. The digital transformation and the competition make HR decisions biased. HR analytics performance value is not very evident in banking. 479 managers and HR professionals were cross-sectionally surveyed by using stratified sampling. To test mediation and moderation, SPSS/AMOS, SEM, and Hayes PROCESS bootstrapping (5,000 samples) were used to analyze the data.Technology adoption and organization culture, as well as HR analytics, played a significant role in upgrading performance. DBM mediated the entire relationships, and managerial experience added value to DBM-performance relation. The model had an explanation of 67% performance. Banks need to integrate analytics, technology, and culture and bias-reduction practices. Current research will use longitudinal and cross-country data.

Vol. 7 No. 1 (2026) January to February

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Published

2026-02-11

Details

    Abstract Views: 24
    PDF Downloads: 17

How to Cite

Ali, A., & Khan, I. U. (2026). HR Analytics and Organizational Performance in Pakistani Banks: The Mediating Role of Decision Bias Mitigation and Moderating Effect of Managerial Experience. Journal of Development and Social Sciences, 7(1), 136–146. https://doi.org/10.47205/jdss.2026(7-I)12

Issue

Vol. 7 No. 1 (2026): January to February

Section

Articles

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Copyright (c) 2026 Journal of Development and Social Sciences

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