Purpose Driven by the rapidly accelerating pace of technology-enabled developments within human resource management (HRM), human resource (HR) analytics is infiltrating the research and business agenda. As one of the first in its field, the purpose of this paper is to explore what the future of HR analytics might look like. Design/methodology/approach Using a sample of 20 practitioners of HR analytics, based in 11 large Dutch organizations, the authors investigated what the application, value, structure, and system support of HR analytics might look like in 2025. Findings The findings suggest that, by 2025, HR analytics will have become an established discipline, will have a proven impact on business outcomes, and will have a strong influence in operational and strategic decision making. Furthermore, the development of HR analytics will be characterized by integration, with data and IT infrastructure integrated across disciplines and even across organizational boundaries. Moreover, the HR analytics function may very well be subsumed in a central analytics function – transcending individual disciplines such as marketing, finance, and HRM. Practical implications The results of the research imply that HR analytics, as a separate function, department, or team, may very well cease to exist, even before it reaches maturity. Originality/value Empirical research on HR analytics is scarce, and studies on scenarios, values, and structures of expected developments in HR analytics are non-existent. This research intends to contribute to a better understanding of the development of HR analytics, to facilitate business and HR leaders in taking informed decisions on investing in the further development of the HR analytics discipline. Such investments may lead to an enhanced HR analytics capability within organizations, and cultivate the fact-based and data-driven culture that many organizations and leaders try to pursue.
Because of ongoing globalization, changing markets and political developments, the degree of organizational change has increased significantly in the last decades. Organizations value employees who are willing and able to respond positively to change. Trust and social capital, based on fulfilling mutual expectations are important determinants of successful organizational change. The present study investigates the relationship between fulfilment of the psychological contract and resistance to organization-related change. In a sample of 208 employees in ten Dutch organizations, data were gathered using questionnaires. The results showed a significant negative relationship between fulfilment of the organization side of the psychological contract and affective resistance to change. The more the organization had fulfilled its promises in the employee's perception, the less the employee resisted the organizational change. In addition the type of organizational change significantly moderated the relationship between fulfilment of the psychological contract and resistance to change. By maintaining good psychological contracts with employees, organizations can build trust, which could prevent resistance to change. Key words. Fulfilment of the psychological contract -Resistance to change -Type of changeRésumé. Etant donné la mondialisation, l'évolution des marchés et l'évolution politique, le changement organisationnel s'est sensiblement renforcé au cours des dernières décennies. Dans cette perspective, les organisations valorisent les employés qui sont désireux et capables de répondre de façon positive au changement organisationnel. La confiance et le capital social, fondés sur la réalisation des attentes mutuelles, sont à cet égard
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