<![CDATA[Our study examines how AI-HR management practices, including fair algorithms, analytics maturity, legal ethics and employee participation, can boost the retention rate of workforces and the agility of businesses in Southeast Asian countries. It further studies workforce retention as an intermediary mechanism and AI-motivated culture as an environmental moderator on this relationship. Based on Resource-Based View, Socio-Technical Systems theory, and the Dynamic Capabilities approach, this study employs a cross-national quantitative research design. Data collected from organizations in Indonesia, Malaysia, Thailand and Singapore were analyzed using partial least squares structural equation modeling in SmartPLS software to test direct, mediating (indirect), and moderating effects. Our research discovers that algorithmic fairness and digital ethics can directly and significantly promote employee voice; also importantly, an employee's voice contributes not marginally but greatly to workforce retention, and indirectly promotes organizational agility as well. HR analytics maturity indirectly reinforces corporate agility by supporting decision-making that is informed and staff engagement. Moreover, the relationship between employee voice and organizational agility is positively moderated by AI-ready culture--an earlier conclusion which confirms the effectiveness of these new HRM practices. The paper progresses the AI-HRM literature by providing a unified model of several different countries which details that ethical, analytical and "distributed" AI practices serve to enhance the sustainability of workforce and enterprise-wide agility. This study provides new evidence to support theory on Southeast Asia, bringing valuable insights and guides to the establishment of sustainable, and future-oriented AI-HRM systems.]]>
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