HUMAN–AI SYNERGY AND EMPLOYEE RESILIENCE: UNDERSTANDING HR ANALYTICS IMPACT ON WELL-BEING IN INDIAN SERVICE FIRMS

Abstract

The integration of artificial intelligence (AI) and analytics in Human Resource Management (HRM) has transformed decision-making, workforce optimization, and employee experience. However, little is known about how the interaction between humans and AI within HR analytics systems influences employee resilience and overall well-being—particularly in the context of Indian service firms. This study adopts a mixed-method approach grounded in socio-technical systems (STS) theory and the Job Demands–Resources (JD-R) model to investigate the dual impact of HR analytics on employee outcomes. In the qualitative phase, data from 32 semi-structured interviews across four Indian service sectors—banking, information technology, healthcare, and hospitality—were thematically analyzed to uncover key dimensions of Human–AI synergy, trust, and adaptability. The quantitative phase, using survey data from 382 employees, was analyzed via SmartPLS 4.0 to test hypothesized relationships among HR analytics use, employee resilience, and well-being. Results indicate that Human–AI synergy significantly enhances resilience (β = 0.47, p < 0.01), which in turn predicts employee well-being (β = 0.52, p < 0.001). However, overreliance on algorithmic monitoring partially offsets these gains through perceived techno-stress (β = –0.29, p < 0.05). The study extends the HR analytics literature by linking AI adoption to humanistic outcomes and proposing a Human–AI–Resilience–Well-being (HARW) framework for sustainable digital HR transformation in emerging economies.