GDPR and Personal Data Protection in the Employment Context

Ogriseg, Claudia

doi:10.6092/issn.2421-2695/7573

Cited by 2 publications

(1 citation statement)

References 4 publications

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“…It also impacts HR practice. For example, HR units cannot collect or process employee data unless the purpose is approved as a business necessity, and the organization should convey the content of consent to employees in an unambiguous and transparent way (Ogriseg, 2017; Trevelyan, 2018). Even though the USA does not currently have regulations or laws related to protecting employee rights to data privacy such as the EU’s GDPR, some states like California have recently passed a consumer privacy legislation giving more power to consumers in regards to their private data (Gordon, 2019).…”

Section: Resultsmentioning

confidence: 99%

An operational conceptualization of human resource analytics: implications for in human resource development

Jiang

Akdere

2021

ICT

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Purpose The purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources generating data for HRA, as well as the impact of HRA on multiple levels in the organization. Design/methodology/approach A review of literature was conducted to present the existing body of knowledge and build upon for the development of an operational framework for successful implementation of HRA as a human resources (HR) process. Findings Building upon the existing literature, this paper presents an operational HRA framework, positioning HRA as an analytical process through integrating advanced statistical methodology. HRA presents a tool to obtain evidence-based analytical results for improving people-related performance, operational effectiveness, and ultimately the impact of the business strategy. By using HR big data, HRA impacts multiple organizational levels, from individual employees to HR functions and the organizational strategy. Practical implications While research on data analytics has recently flourished across various management fields, this has not been the case for the broader field of HR. This is especially a growing concern as the lack of understanding of the basics and fundamentals of people analytics in the field of HR may delay the effective implementation and operationalization of HRA and present additional barriers impacting on-going HR activities, as well as HR’s role as a strategic business partner. HR practice may greatly benefit from gaining an understanding of HRA and the multi-levels of impact it may have on the organization. Originality/value This paper explores various concepts related to HRA by examining terms such as “HR metrics” vs “HR” and “HR big data” vs “big data.” Furthermore, the comprehensive HRA operational framework presented in this paper provides HR professionals and researchers with a better understanding of HRA in the age of data analytics and artificial intelligence.

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Section: Resultsmentioning

confidence: 99%