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According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based…
Abstract
Purpose
According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based decision-making and improve business outcomes. However, existing people analytics literature remains underdeveloped in understanding whether and how such promises have been realized. Accordingly, this study aims to investigate the current reality of people analytics and uncover the debates and challenges that are emerging as a result of its adoption.
Design/methodology/approach
This study conducts a systematic literature review of peer-reviewed articles focused on people analytics published in the Association of Business School (ABS) ranked journals between 2011 and 2021.
Findings
The review illustrates and critically evaluates several emerging debates and issues faced by people analytics, including inconsistency among the concept and definition of people analytics, people analytics ownership, ethical and privacy concerns of using people analytics, missing evidence of people analytics impact and readiness to perform people analytics.
Practical implications
This review presents a comprehensive research agenda demonstrating the need for collaboration between scholars and practitioners to successfully align the promise and the current reality of people analytics.
Originality/value
This systematic review is distinct from existing reviews in three ways. First, this review synthesizes and critically evaluates the significant growth of peer-reviewed articles focused on people analytics published in ABS ranked journals between 2011 and 2021. Second, the study adopts a thematic analysis and coding process to identify the emerging themes in the existing people analytics literature, ensuring the comprehensiveness of the review. Third, this study focused and expanded upon the debates and issues evolving within the emerging field of people analytics and offers an updated agenda for the future of people analytics research.
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Salvatore V. Falletta and Wendy L. Combs
The purpose of the paper is to explore the meaning of Human Resources (HR) analytics and introduce the HR analytics cycle as a proactive and systematic process for ethically…
Abstract
Purpose
The purpose of the paper is to explore the meaning of Human Resources (HR) analytics and introduce the HR analytics cycle as a proactive and systematic process for ethically gathering, analyzing, communicating and using evidence-based HR research and analytical insights to help organizations achieve their strategic objectives.
Design/methodology/approach
Conceptual review of the current state and meaning of HR analytics. Using the HR analytics cycle as a framework, the authors describe a seven-step process for building evidence-based and ethical HR analytics capabilities.
Findings
HR analytics is a nascent discipline and there are a multitude of monikers and competing definitions. With few exceptions, these definitions lack emphasis on evidence-based practice (i.e. the use of scientific research findings in adopting HR practices), ethical practice (i.e. ethically gathering and using HR data and insights) and the role of broader HR research and experimentation. More importantly, there are no practical models or frameworks available to help guide HR leaders and practitioners in doing HR analytics work.
Practical implications
The HR analytics cycle encompasses a broader range of HR analytics practices and data sources including HR research and experimentation in the context of social, behavioral and organizational science.
Originality/value
This paper introduces the HR analytics cycle as a practical seven-step approach for making HR analytics work in organizations.
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Golbou Ghassemieh, Liz Thach and Armand Gilinsky
The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this…
Abstract
The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing
Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to…
Abstract
Purpose
Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to address this important issue by understanding why, how and when HR analytics leads to increased organizational performance and uncover the mechanisms through which this increased performance occurs.
Design/methodology/approach
Using data collected from 155 Irish organizations, structural equation modeling was performed to test the chain mediation model linking HR technology, HR analytics, evidence-based management (EBM) and organizational performance.
Findings
The study's findings support the proposed chain model, suggesting that access to HR technology enables HR analytics which facilitates EBM, which in turn enhances organizational performance.
Originality/value
This research contributes significantly to the HR analytics and EBM literature. First, the study extends our understanding of why and how HR analytics leads to higher organizational performance. Second, the authors identify that access to HR technology enables and is an antecedent of HR analytics. Finally, empirical evidence is offered to support EBM and its impact on organizational performance.
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