The Role of Business Analytics in Performance Management

Kasemsap, Kijpokin

doi:10.4018/978-1-5225-1837-2.ch056

Cited by 5 publications

(6 citation statements)

References 69 publications

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“…In one of Gartner's research notes, Hostmann et al (2009) developed a performance management framework linking analytics and business intelligence. Our paper resonates with the work of Kasemsap (2015) on how business analytics can be used for organizational transformation such as performance management.…”

Section: Discussionsupporting

confidence: 69%

HR analytics and performance appraisal system

Sharma

2017

MRR

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PurposeThis paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues. Design/methodology/approachThe paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management. FindingsThe paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance. Research limitations/implicationsThe paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings. Originality/valueThe paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

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Section: Discussionsupporting

confidence: 69%

HR analytics and performance appraisal system

Sharma

2017

MRR

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“…High level of employee participation in the appraisal processes. Pay rise, promotions, training and development and other rewards are very closely linked to performance appraisal (Kasemsap ,2015). (Sharma and sharma,2017) concludes in their study that analytical tools such as Synergita and IBM Kenexa HR analytics powered by IBM Watson help HR professionals to get insights into performance data for performance improvement and talent management (IBM, 2017;Synergita, 2017).…”

Section: Performance and Career Development (Pcd)mentioning

confidence: 99%

“…to ask and answer big questions about how value can be created, captured and leveraged (Kasemsap ,2015). Based on preceding discussions, we hypothesize it as:…”

Section: Performance and Career Development (Pcd)mentioning

confidence: 99%

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The role of big data and predictive analytics in the employee retention: a resource-based view

Singh¹,

Sharma

Foropon

et al. 2022

IJM

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PurposeThe authors have attempted to understand how big data and predictive analytics (BDPA) can help retain employees in the organization.Design/methodology/approachThis study is grounded in the positivism philosophy. The authors have used a resource-based view (RBV) to develop their research hypotheses. The authors tested their research hypotheses using primary data gathered using a single-informant questionnaire. The authors obtained 254 usable responses. The authors performed the assumptions test, performed confirmatory factor analysis (CFA) to test the validity of the proposed theoretical model, and further tested their research hypotheses using hierarchical regression analysis.FindingsThe statistical result suggests that the various human resource management strategies play a significant role in improving retention under the mediating effect of the BDPA.Research limitations/implicationsThe authors have grounded their study in the positivism philosophy. Moreover, the authors tested their hypotheses using single-informant cross-sectional data. Hence, the authors cannot ignore the effects of the common method bias on their research findings. Moreover, the research findings are based on a particular setting. Thus, the authors caution the readers that their findings must be examined in the light of their study limitations.Practical implicationsThe study provided empirical findings based on survey data. Hence, the authors provide numerous guidelines to the practitioners that how the organization can invest in creating BDPA that helps analyze complex data to extract meaningful and relevant information. This information related to employee turnaround may guide top management to reduce the dissatisfaction level among the employees working in high-stress environments resulting from a high degree of uncertainty.Social implicationsThe study helps understand the complex factors that affect the morale of the employee. In the high-paced environment, the employees are often exposed to various negative forces that affect their morale which further affect their productivity. Due to lack of awareness and adequate information, most of the employees and their issues are not dealt with effectively and efficiently by their line managers. Thus, the BDPA can help tackle the most complex problem of society in a significant way.Originality/valueThis study offers some useful contributions to the literature which attempts to unfold the complex nexus between human resource management, information management and strategy. The study contributes to the BDPA literature and how it helps in the retention of employees is one of the areas which still remains elusive to the academic community. Moreover, the managers are still skeptical about the application of BDPA in understanding human-related issues due to a lack of understanding of how and to what extent the employee-related information can be stored and processed. This study’s findings further open the new avenues of research that need to be tackled.

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“…BPM is a set of management and analysis technology supported by technology, which enables the company to create calculated goals, measure and monitor performance according to the set goals, and so on. Financial planning and operational planning are a part of the business performance management methods [5]. BPM includes combining data fetched from different sources, querying and analyzing the data, and putting results into practice.…”

Section: Descriptive Analyticalmentioning

confidence: 99%

Research Methods on Business Performance Management

Gu¹,

Luo²

2022

Proceedings of the 2022 7th International Conference on Social Sciences and Economic Development (ICSSED 2022)

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Business performance management entails systematic use of information and analytical methods for measurement of performance in thebusiness environment. Some traditional problems, such as lack of holistic view of the organization and theabsence of causality, are still in their infancy in influencing business performance management.Currently, there is a lack of comprehensive research model to analyze and diagnose interactive performance management model. Using a research method, this paper studies a step-by-step framework procedure for improving the performance of business management model.In today's organization, reliable business strategies must be developed and implemented. Business Performance Management (BPM) provides enterprises with an IT-enabled method that can effectively design, change and execute strategies. This paper defines Business Performance Management (BPM), introduces the BPM framework, and discusses the potential drivers, obstacles and important success criteria of BPM implementation.Enterprises have now recognized the importance of business performance management (BPM) as a means to achieve strategic coordination and effectively formulate and implement business strategies. Nevertheless, many organizations are still trying to establish enterprise centric BPM systems that support strategic coordination.

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The Role of Business Analytics in Performance Management

Cited by 5 publications

References 69 publications

HR analytics and performance appraisal system

HR analytics and performance appraisal system

The role of big data and predictive analytics in the employee retention: a resource-based view

Research Methods on Business Performance Management

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