How HR analytics catalyzes bank competitiveness: Investigating the mediating role of data-driven decision-making and the moderating effect of organizational agility

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.