PEOPLE ANALYTICS AND ARTIFICIAL INTELLIGENCE: THE INTERPLAY OF EFFICIENCY, ETHICS, AND HUMAN MEDIATION IN TALENT RETENTION

Resumo

The increasing convergence of People Analytics and Artificial Intelligence is transforming decision-making in human resource management. By integrating predictive models and behavioural data, these systems reconfigure how organisations define performance, merit, and retention. This article analyses how computational reasoning reshapes managerial authority and institutional accountability, particularly in public and military contexts. It examines the epistemic transition from interpretive to model-based governance, exploring its implications for fairness, transparency, and trust. The discussion situates algorithmic oversight within a broader socio-technical framework, emphasising the need to reconcile analytical precision with ethical and institutional values. Empirical insights reveal that while automated systems can increase coordination and foresight, they also carry the risk of reproducing biases, such as racial or gender bias, and reducing the role of human judgement. Sustainable integration, therefore, requires algorithmic literacy, ethical design, and adaptive governance that embed moral reasoning into decision processes. The study concludes that efficiency and responsibility must coexist as interdependent dimensions of digital-era human resource management, ensuring that technological innovation remains aligned with institutional legitimacy and human dignity.