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Article
Publication date: 4 September 2023

P. Ravi Kiran, Akriti Chaubey and Rajesh Kumar Shastri

The research paper aims to analyse the scholarly literature on advancing HR analytics as an intervention for attrition, a problem that lingers on organisational performance. This…

836

Abstract

Purpose

The research paper aims to analyse the scholarly literature on advancing HR analytics as an intervention for attrition, a problem that lingers on organisational performance. This study aspires to provide an in-depth literature review and critically assess the knowledge gaps in HR analytics and attritions within organisational performance.

Design/methodology/approach

The review analyses the corpus of 196 research articles published in ostensible journals between 2011 and 2023. To identify research gaps and provide valuable insights, this study synthesises relevant studies using School of thought (S), Context (C), Methodology (M), Triggers (T), Barriers (B), Facilitators (F) and Outcomes (O) (SCM-TBFO framework). This study employs the R programming language to conduct a systematic literature review in accordance with the “preferred reporting items for systematic reviews and meta-analysis” (PRISMA) guidelines.

Findings

The emerging discipline of HR analytics encompasses the potential to manage attrition and drive organisational performance enhancements effectively. The study of SCM-TBFO encompasses a multidimensional approach, incorporating diverse perspectives and analysing its complex aspects compared to various approaches. The School of thought includes the human capital theory, expectancy theory and resource-based view. The varied research contexts entail the USA, United Kingdom, China, France, Italy and India. Further, the methodologies adopted in the studies are artificial neural networking (ANN), regression, structure equation modelling (SEM) case studies and other theoretical studies. HR analytics and attrition triggers are data mining decision systems, forecasting for firm performance and employee satisfaction. The barriers include leadership styles, cultural adaptability and lack of analytic skills, data security and organisational orientation. The facilitators were categorised into data and technology-related facilitators, human resource policies and organisational growth and performance-related facilitators. The study's primary outcomes are technology adoption, effective HR policies, HR strategies, employee satisfaction, career and organisational expansion and growth.

Originality/value

The primary goal of the literature review is to provide a comprehensive overview of the current state of HR analytics and its impact on organisational performance, particularly in relation to attrition. Further, the study suggests that attrition, a critical organisational concern, can be effectively managed by strategically utilising HR analytics and empowering data-driven interventions that optimise performance and enhance overall organisational outcomes.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 2 August 2023

Rukma Ramachandran, Vimal Babu and Vijaya Prabhagar Murugesan

This systematic literature review aims to explore the adoption, global acceptance and implementation of human resources (HR) analytics (HRA) by reviewing literature on the…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 13 October 2023

Remya Lathabhavan

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being…

Abstract

Purpose

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees.

Design/methodology/approach

Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data.

Findings

The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being.

Originality/value

The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 21 December 2023

Yanina Espegren and Mårten Hugosson

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist…

1173

Abstract

Purpose

Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

Design/methodology/approach

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

Findings

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

Practical implications

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

Originality/value

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 22 December 2022

Meenal Arora, Anshika Prakash, Amit Mittal and Swati Singh

Despite the extensive benefits of human resource (HR) analytics, the intention to adopt such technology is still a matter of concern in the engineering and construction sectors…

Abstract

Purpose

Despite the extensive benefits of human resource (HR) analytics, the intention to adopt such technology is still a matter of concern in the engineering and construction sectors. This study aims to examine the slow adoption of HR analytics among HR professionals in the engineering and construction sector.

Design/methodology/approach

A cross-sectional online survey including 376 HR executives working in Indian-based engineering and construction firms was conducted. Hierarchal regression, structural equation modeling and artificial neural networks (ANN) were applied to evaluate the relative importance of HR analytics predictors.

Findings

The results reveal that hedonic motivation (HM), data availability (DA) and performance expectancy (PE) influence the behavioral intention (BI) to use HR analytics, whereas effort expectancy (EE), quantitative self-efficacy (QSE), habit (HA) and social influence (SI) act as barriers to its adoption. Moreover, PE was the most influential predictor of BI.

Practical implications

Based on the findings of this study, engineering and construction industry managers can formulate strategies for the implementation and promotion of HR analytics to enhance organizational performance.

Originality/value

This study draws attention to evidence-based decision-making, emphasizing barriers to the adoption of HR analytics. This study also emphasizes the concept of DA and QSE to enhance adoption among HR professionals, specifically in the engineering and construction industry.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 4 December 2023

Despoina Ioakeimidou, Dimitrios Chatzoudes, Symeon Symeonidis and Prodromos Chatzoglou

This study aims to develop and test an original conceptual framework that examines the role of various factors borrowed from three theories (i.e. Institutional Theory…

Abstract

Purpose

This study aims to develop and test an original conceptual framework that examines the role of various factors borrowed from three theories (i.e. Institutional Theory, Resource-Based View and Diffusion of Innovation) in adopting Human Resource Analytics (HRA).

Design/methodology/approach

A new conceptual framework (research model) is developed based on previous research and coherent theoretical arguments. Its factors are classified using the Technology–Organization–Environment (TOE) framework. Research hypotheses are tested using primary data collected from 152 managers of Greek organizations. Empirical data are analyzed using the “Structural Equation Modelling” (SEM) technique.

Findings

The technological and organizational context proved extremely important in enhancing Organizational Analytics Maturity (OAM) and HRA adoption, while the environmental context did not. Relative advantage and top management support were found to significantly impact the adoption of HRA, while Information Technology (IT) infrastructure, human resource capabilities and top management support are crucial for increasing OAM. Overall, the latter is the most important factor in enhancing HRA adoption.

Originality/value

This study contributes to the limited published research on HRA adoption while at the same time it can be used as a guideline for future research. The novel findings offer insights into the factors impacting OAM and HRA adoption.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 22 March 2024

Kojo Kakra Twum and Andrews Agya Yalley

The use of innovative technologies by firm employees is a key factor in ensuring the competitiveness of firms. However, researchers and practitioners have been concerned about the…

Abstract

Purpose

The use of innovative technologies by firm employees is a key factor in ensuring the competitiveness of firms. However, researchers and practitioners have been concerned about the willingness of technology end users to use innovative technologies. This study, therefore, aims to determine the factors affecting the intention to use marketing analytics technology.

Design/methodology/approach

This study surveyed 213 firm employees. The quantitative data collected was analysed using partial least squares structural equation modelling.

Findings

The results reveal that performance expectancy, facilitating conditions, attitudes and perceived trust have a positive and significant effect on intentions to use marketing analytics. Effort expectancy, social influence and personal innovativeness in information technology were found not to predict intentions to use marketing analytics.

Practical implications

This study has practical implications for firms seeking to enhance the use of marketing analytics technology in developing countries.

Originality/value

This study contributes to the use of UTAUT, perceived trust, personal innovativeness and user attitude in predicting the intentions to use marketing analytics technology.

Details

Journal of Science and Technology Policy Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4620

Keywords

Article
Publication date: 26 January 2024

Shweta Jaiswal Thakur, Jyotsna Bhatnagar, Elaine Farndale and Prageet Aeron

Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and…

Abstract

Purpose

Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.

Design/methodology/approach

Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.

Findings

The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.

Originality/value

The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 27 February 2023

Manisha Saxena and Dharmesh K. Mishra

Employee engagement (EE) can result in multiple positive impacts not only on the individual and his/her team but also on the organisational and financial outcome of the business…

Abstract

Purpose

Employee engagement (EE) can result in multiple positive impacts not only on the individual and his/her team but also on the organisational and financial outcome of the business. If artificial intelligence (AI) can be used as a tool to facilitate EE, organisations will be more than satisfied to adopt it. The paper aims to study the penetration of AI for EE in corporate India.

Design/methodology/approach

Based on the information gathered through secondary research, a framework of questions was built and sent to some senior people in the area of AI and HR to check for its completeness. Respondents based on inclusion criteria were selected through random purposive sampling to be a part of the study. A total of 23 respondents participated in the study. Qualitative data analysis of the transcripts was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software. Multiple readings were undertaken to identify the patterns and relationships in the data.

Findings

The participants described a variety of issues while using or planning to use AI for EE. Some of the issues mentioned were related to cost, challenges, mindsets and attitudes, demography of employees, comfort in the use of technology, size of the organisation, change management strategies, software vendors and vendor support. The most common responses were grouped into headings such as Organisation, Process, Employee and Software Choice Related aspects.

Originality/value

Lately, the overall work environment, work and personal life balance, and quality of life have become more desirable than earning a good salary. AI is becoming a part of various aspects of business but its role in HR is yet to be explored. AI’s capabilities to predict may result in more employee work satisfaction. The paper explores the possibility of using AI as a tool in every aspect of employee life cycle, thereby attempting to make HR processes more productive and enhance EE.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

Keywords

Article
Publication date: 5 February 2024

Behrooz Ghlichlee

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on…

Abstract

Purpose

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

Design/methodology/approach

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

Findings

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

Research limitations/implications

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

Practical implications

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

Originality/value

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

Keywords

1 – 10 of 568