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This study aims to explore emotions, psychological safety and organizational support in the workplace when transitioning from office to home-based work. By providing detailed descriptions of emotional reactions to this change, the study examines how organizational support might influence employees’ sense of psychological safety.

To analyze the data, a qualitative data analysis was applied through using thematic coding. Data were collected by conducting structured telephone interviews with participants. These interviews included open-ended questions. Employees from both public and private companies in the MENA region were invited to take part in the study. The participants included full-time, part-time and contractual employees from different industries. In total, 112 participants were included in the final sample.

The results indicate that when workplaces change, emotions are triggered by comparing oneself to others and having the necessary socioemotional resources. Employees’ emotional reactions are influenced by how they perceive organizational support, which affects their psychological safety. Specifically, comparing to colleagues in lower positions activates emotions like pride, empathy and support (downward social comparison emotion), while comparing to top management decisions elicits emotions like anxiety, stress, unfairness, inferiority and vulnerability (upward social comparison emotion).

The findings of this research shed light on how emotions arise from social comparison when workplaces undergo changes as well as the different socioemotional resources present within groups. Not much research has focused on core and periphery groups in this context. This study helps fill that gap in our understanding.

Human resource analytics (HRA) has recently received attention. However, its literature remains unknown and scattered due to both limited conceptual lenses and limited classification. So, this study is conducted to provide a comprehensive research analysis in this field.

Accordingly, 107 HRA studies, which were collected according to the Scientific Procedures and Rationales for Systematic Literature Reviews (SPAR-4-SLR) in the last 14 years (2010–2023), were analyzed in the first using the theory-context-characteristics-methods step to examine the evolution of HRA research. The study also develops a conceptual framework based on socio-technical system theory that shows the antecedents and outcomes of HRA adoption. In the second step, fuzzy Delphi and fuzzy step-wise weight assessment ratio analysis techniques were used to validate and refine the antecedents and outcomes obtained from the first step in such a way that experts’ opinions can be used and the existing knowledge body can be expanded.

In total, 30 antecedents and outcomes were confirmed based on the consensus of experts. Senior management support was identified as the most important antecedent and achieving organizational strategic outcomes as the most important outcomes of HRA adoption.

The study maps the current state of HRA studies, identifies directions for future studies by providing a state-of-the-art review of theories, antecedents, outcomes, contexts and methodologies and proposes a framework for HR managers and professionals to apply.