HR Analytics: Here to Stay or Short Lived Management Fashion?

Marler, Janet H.; Cronemberger, Felippe; Tao, Carson

doi:10.1108/978-1-78714-315-920161003

Cited by 13 publications

(12 citation statements)

References 15 publications

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“…This research is the first to analyse e-HRM from a management fashion theory perspective. Marler et al (2016) has already studied HR analytics from the supply side. They investigated what role mass media had played in the diffusion process of HR analytics in a US context.…”

Section: Resultsmentioning

confidence: 99%

Exploring Electronic HRM: Management Fashion or Fad?

Bondarouk

Ruel

Roeleveld³

2019

The SAGE Handbook of Human Resource Management

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Section: Resultsmentioning

confidence: 99%

Exploring Electronic HRM: Management Fashion or Fad?

Bondarouk

Ruel

Roeleveld³

2019

The SAGE Handbook of Human Resource Management

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“…HR analytics includes the proper utilization of statistical techniques, algorithms and research designs for evaluating data of employees and transmitting the outcomes into actionable reports (Levenson, 2005; Koo and Fallon, 2017; Garcia-Sanchez et al , 2020). HR analytics is applied to obtain effective insights of employee data for predicting behavioral patterns, training costs, attrition rates and employee contribution (Marler et al , 2017). It is known as predictive analysis.…”

Section: Literature Reviewmentioning

confidence: 99%

Examining the dark side of human resource analytics: an empirical investigation using the privacy calculus approach

Chatterjee

Chaudhuri

Vrontis

et al. 2021

IJM

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PurposeThe purpose of this study is to explore the negative consequences of human resource analytics applications using the privacy calculus approach.Design/methodology/approachBy using the existing literature and privacy calculus theory, a theoretical model has been developed. This model helps to examine the benefits and risks associated with HR analytics applications. The theoretical model was validated using the partial least square structural equation modeling (PLS-SEM) technique with 315 respondents from different organizations.FindingsHR analytics provides multiple benefits to employees and organizations. But employee privacy may be compromised due to unauthorized access to employee data. There are also security concerns about the uncontrolled use of these applications. Tracking employees without their consent increases the risk. The study suggests that appropriate regulation is necessary for using HR analytics.Research limitations/implicationsThis study is based on cross-sectional data from a specific region. A longitudinal study would have provided more comprehensive results. This study considers five predictors, including other boundary conditions that could enhance the model’s explanative power. Also, data from other countries could improve the proposed model.Practical implicationsThe proposed model is useful for HR practitioners and other policymakers in organizations. Appropriate regulations are important for HR analytics applications. The study also highlights various employee privacy and security-related issues emerging from HR analytics applications. The study also discusses the role of leadership support for the appropriate usage of HR analytics.Originality/valueOnly a few research studies have explored the issues of HR analytics and its consequences. The proposed theoretical model is the first to consider the negative consequence of HR analytics through privacy calculus theory. In this perspective, the research is considered to be novel.

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“…It will further possibly weaken the supervision of the moment and be exchanged with some other supervision approach. Some organization will uphold to carry on HR analytics for the reason that they can obtain what they expect; the more significant number of organizations will not understand the worth and shift onto other novelties that facilitate much more persuasive comparative benefits, experimentality, and observability (Marler, Cronemberger, & Tao, 2017). What is exceptional currently is the beginning of cloud-based software, excluding compli-cated installation and operational expenditures, allowing HR to clarify upcoming inclinations at all three stages -organizational, functional, and unit.…”

Section: Hr and Analyticsmentioning

confidence: 99%

HR Analytics and Employee’s Performance Management: An Assessment Built on Existing Literature

Chaudhary¹,

Srivastava

2021

IJMABER

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This paper attempts to study how HR Analytics affects employee performance management based on existing research. The literature analysis has led to a clear understanding that many traditional HR functions are now transforming. However, the transition is slow and will take significant energy from HR and its management to keep the change momentum intact. This literature analysis has explored the increased use of HR Analytics in modern-day companies and analyses change speed.

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HR Analytics: Here to Stay or Short Lived Management Fashion?

Cited by 13 publications

References 15 publications

Exploring Electronic HRM: Management Fashion or Fad?

Exploring Electronic HRM: Management Fashion or Fad?

Examining the dark side of human resource analytics: an empirical investigation using the privacy calculus approach

HR Analytics and Employee’s Performance Management: An Assessment Built on Existing Literature

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