Peer Review Report For: Beyond Technology-Centrism: The Role of Behavioral HR Competencies in Shaping Employee Performance through AI Integration [version 2; peer review: 2 approved with reservations, 1 not approved]

Abstract

Background The use of artificial intelligence (AI) in Human Resource (HR) is often linked to HR employee performance. This view, however, does not fully explain how performance emerges within AI-integrated work environments, where outcomes depend on how HR employees actually behave. Although a few emerging research has examined HR competencies in the context of technology–human collaboration, it remains unclear how specific behavioural HR competencies contribute to employee performance in AI-integrated HR work environments. Addressing this gap, this conceptual paper proposes that AI integration may mediate the relationship between behavioural HR competencies and HR employee performance. Methods This study uses a conceptual approach based on Competency-Based Theory and Sociotechnical Systems Theory. It brings together previous theoretical and empirical studies to build an integrated framework. The analysis focuses on key behavioural competencies: problem solving, communication, managerial capability, teamwork, and leadership and examines their role in AI-integrated HR work. Results The conceptual analysis suggests that behavioural HR competencies contribute to HR employee performance both directly and through AI integration as an intervening mechanism. Specifically, performance outcomes depend on individuals’ ability to understand and act upon AI-generated insights. Conclusions This study presents a framework that focuses more on people and their role when working with AI. It explains that AI alone does not determine how well people perform at work. Human behaviour and the way people use and interact with technology are also important. The study brings these human and technological aspects together to provide a clearer understanding of AI in HR work. As a conceptual study, the framework remains empirically untested and does not explicitly account for sectoral or cultural contingencies. Future research is therefore encouraged to empirically validate the proposed relationships and examine boundary conditions across diverse organisational contexts.