HRM in Tunisia’s Digital Transition: How Mindfulness and Self-Efficacy Interventions Mitigate AI-Driven Turnover Intentions

Tunisia’s service sector—comprising tourism, banking, and retail—is  undergoing rapid digital transformation driven by artificial intelligence  (AI), robotics, and algorithmic systems. Yet this innovation coincides  with severe labor market challenges, including 35% youth  unemployment, widespread job insecurity, and chronic turnover.  Drawing on Conservation of Resources (COR) theory and the HRM  literature on psychological capital, this study examines how “human  resource ” (HR) practices that cultivate mindfulness and self-efficacy can  buffer the negative effects of STARA awareness (Smart Technology, AI,  Robotics, Algorithms). Using a three-wave survey of 480 Tunisian  service employees, we find that STARA awareness indirectly increases  turnover intention through job insecurity. Crucially, this pathway is  significantly weakened only when both mindfulness and self-efficacy are  high, revealing a synergistic “resource caravan.” We propose a context-sensitive HR intervention framework: (1) low-cost mindfulness training  (e.g., mobile apps, guided sessions), and (2) AI literacy and upskilling  programs aligned with Tunisia’s National Digital Strategy. Our findings  offer HR professionals in emerging economies a dual-path strategy to  retain talent, reduce turnover costs, and ensure ethical, human-centered  digital transformation.