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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.

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.

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.

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.

This paper introduces the HR analytics cycle as a practical seven-step approach for making HR analytics work in organizations.

This systematic literature review aims to explore the adoption, global acceptance and implementation of human resources (HR) analytics (HRA) by reviewing literature on the subject. HRA adoption can assist HR professionals in managing complex procedures and making strategic human resource management (SHRM) decisions more effectively. The study also aims to identify the applications of analytics in various disciplines of management.

The review is conducted using a domain-based structured literature review (SLR), emphasizing the diffusion of innovative thinking and the adoption process of HRA among early adopters. The philosophical stances are analyzed with the combination of research onion model and PRISMA protocol. Secondary data are gathered from published journals, books, case studies, conference proceedings, web pages and media stories as the primary source of information.

The study finds that skilled professionals and management assistance can significantly impact adoption intentions, enabling professionals to deal with analytics. The examples and analytical models provided by early adopters allow managers to manage complex processes and make SHRM decisions.

The study suggests that the lack of use of quantitative techniques is a key limitation and should be considered in future studies. Despite the rise in the number of research papers on HRA, its application in the workplace remains limited.

This research can assist managers in implementing HRA and help resolve complex and inefficient processes, making SHRM decisions.

This study adds to the existing body of knowledge on how HRA can aid a company's efficacy and performance and can be considered one of the first to link adoption and HRA.

The root of urban poverty and inequality often results from limited economic opportunity. Yet, often this perception of lack of opportunity is centered on the early stages of new venture formation, with only limited attention to venture growth and expansion. In this study, we explore the intersection of social venturing and community economic redevelopment to address this gap in the literature. We examine how venturing under conditions of limited economic opportunities occurs not just at the formation stages but also throughout the venturing life cycle. Specifically, we examine how ventures formed in distressed, urban neighborhoods face unique challenges when scaling up their operations. These challenges relate to securing and leveraging four types of capital: financial, physical, human, and social. We employ a case study methodology to examine these scaling challenges and the strategies the organization employed to overcome location disadvantages.

That there has been a flood of this type of case in recent years—a flood which shows no signs of abating —must be manifest to all. In a paper “Food Sampling: Changing Trends” presented to a Sessional Meeting of the Royal Society of Health last March, Dr. H. Amphlett Williams, public analyst, tabulated a comparison of prosecutions in England and Wales reported in this Journal for five years before the War (1936–40) with five years since (1956–60). This showed that in the first period, “foreign body” cases were non‐existent compared with 37 per cent of total cases reported in the second period. It also showed that cases concerned with adulteration were 39 per cent of the total and milks, in particular, 41 per cent compared with 12 and 16 per cent respectively for the post‐war period.

This chapter explores how power obtained from societal hierarchies of gender, race, and economic status is covertly used by individuals within relationships, further maintaining systems of stratification. The case of marriage is used to examine how social stratification translates into and is reinforced within even the most intimate relationships in terms of control over decision making. Analysis of in-depth interviews with black and white wives in same-race and interracial marriages illustrates how economic inequality affects who makes what decisions within marriage and how race affects what decisions are made. In the midst of income and racial inequality, socialized gender roles dictate which spouse controls certain arenas versus others. Gender norms operate covertly to affect decision making dynamics through mechanisms of availability, areas of knowledge, and preference.

This study aimed to investigate the impact of the board composition on financial performance in the restaurant industry from a stewardship theory perspective.

The composition of board was measured as the ratio of inside and outside directors. Firm performance was operationalized as return on assets (operational performance) and Tobin’s q (market-based performance). Panel regression analysis tested the research hypotheses.

Using data from 25 restaurant firms from 2007 to 2013, the study found an insignificant impact of board composition on operational performance. However, a higher proportion of inside board members increases market-based performance. A higher proportion of outside board members decreases market-based performance.

Supporting the basic tenets of stewardship theory, restaurant companies may consider changing the current practice of having a super-majority of outside directors and increase the inside board members. Because inside board member have greater experience with the organization and the industry, they have a better understanding of the status quo and are better able to respond to opportunities and threats in the environment.

Considering the scarcity of research on how the board composition affects firm performance in the hospitality context, the present study is a forerunner in its exploration of the impact of inside and outside directors on restaurant firms’ performance.

Academic libraries have long desired one‐stop shopping for their customers and, in this electronic age, their customers are demanding it: a way to search from a single point at any physical location, and retrieve information from the library catalog, citations from journal indexes, and full text information from electronic resources. Academic libraries have explored ways to provide this access, as have library vendors of electronic databases, indexes, and integrated online library systems. The various components for a universal common user interface are in use and available, but have yet to be combined into a single system interface, adaptable enough to include any electronic resource, yet still powerful and versatile enough to provide a powerful and expert search engine. This article discusses the integrated facets as well as the system components that should be built into the ideal electronic library interface, taking into account the information needs of everyone from the newest freshman to the most erudite scholar and their expectations with regard to access, functionality and personalization.

This study aims to investigate how upper echelon theory accounts for franchising by selecting the top management team to proxy for the upper echelon and using age, tenure, education, equity ownership and stock options as its main attributes.

The sample was drawn from the Execucomp and Compustat databases and from other publicly accessible resources (e.g. LinkedIn and Business Week, in addition to Annual 10-K reports). A total of 29 restaurant companies were used for data collection, which covered the period of 2000-2013. A panel feasible generalized least squares (FGLS) regression was used to analyze the data.

The study found a significant moderating effect of the degree of internationalization on the relation between the attributes of the upper echelon (e.g. tenure, education and share ownership) and franchising decisions.

The results verified that top managers in the restaurant industry with more tenure and share ownership become more risk averse when they operate under riskier conditions, whereas highly educated restaurant top management teams tend to take more risks in strategic decision-making.

This study expanded internationalization research to upper echelon theory and into the arena of franchising.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.

Not many weeks back, according to newspaper reports, three members of the library staff of the School of Slavonic and East European Studies in London were dismissed. All had refused to carry out issue desk duty. All, according to the newspaper account, were members of ASTMS. None, according to the Library Association yearbook, was a member of the appropriate professional organisation for librarians in Great Britain.