Relevant bibliographies by topics / Human Resources Analytics

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Human Resources Analytics'

Author: Grafiati
Published: 9 September 2021
Last updated: 6 February 2022

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Journal articles on the topic "Human Resources Analytics"

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King, Kylie Goodell. "Data Analytics in Human Resources." Human Resource Development Review 15, no. 4 (November 20, 2016): 487–95. http://dx.doi.org/10.1177/1534484316675818.

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The use of data analytics in the field of human resource development is becoming increasingly common. This rise in popularity is accompanied by skepticism about the ability of human resource professionals to effectively utilize data analytics to reap organizational benefits. This article provides a review of literature both supportive and critical of human resource analytics, argues for the involvement of academia in implementing analytical practices, and uses a case study to illustrate how quantitative tools may positively influence the management and development of human resources.
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Kapoor, Bhushan, and Yaggeta Kabra. "Current and Future Trends in Human Resources Analytics Adoption." Journal of Cases on Information Technology 16, no. 1 (January 2014): 50–59. http://dx.doi.org/10.4018/jcit.2014010105.

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While many organizations use business intelligence and analytics in business functions including Supply Chain, Finance, Accounting and Marketing, they have taken little advantage of this in the Human Resources (HR) management area. Seeing tremendous opportunities in the use of analytics, businesses are taking big measures, such as creating a culture of making critical decisions validated by data driven approaches and hiring analytics professionals in areas that promises high rates of return. Experts continue to emphasize the importance of analytics for HR to transform itself into a more effective resource for the organization. In this paper the authors study the current and the near future states of analytics in Human Resources area. With information collected from leading job search engines, SimplyHired.com and Indeed.com, the authors have modeled trends in hiring analytics professionals in different functional areas of business. The authors compared the HR analytics trend with trends in hiring analytics professionals in Supply Chain, Finance, Accounting and Marketing functions. The extent to which companies are hiring analytics professionals now should be a good indication of analytics adoptions in the future.
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Shrivastava, Shweta, Kritika Nagdev, and Anupama Rajesh. "Redefining HR using people analytics: the case of Google." Human Resource Management International Digest 26, no. 2 (March 12, 2018): 3–6. http://dx.doi.org/10.1108/hrmid-06-2017-0112.

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Purpose This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics to improve various aspects of people management. Design/methodology/approach The paper discusses human resource analytics and illustrates how it has been successfully implemented by Google to enable better decision-making. Findings Implementation of analytics in the area of human resources can make people-related decision-making objective, transparent and data-driven and, thus, make the function “quantitative” in nature. Originality/value Although analytics has been widely implemented in functions such as finance and marketing, it is yet to gain a strong foothold in the domain of human resources. This paper discusses how Google, a leading organization in the field of technology, has been able to take impactful people-related decisions with the help of analytics.
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Nocker, Manuela, and Vania Sena. "Big Data and Human Resources Management: The Rise of Talent Analytics." Social Sciences 8, no. 10 (September 29, 2019): 273. http://dx.doi.org/10.3390/socsci8100273.

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The purpose of this paper is to discuss the opportunities talent analytics offers HR practitioners. As the availability of methodologies for the analysis of large volumes of data has substantially improved over the last ten years, talent analytics has started to be used by organizations to manage their workforce. This paper discusses the benefits and costs associated with the use of talent analytics within an organization as well as to highlight the differences between talent analytics and other sub-fields of business analytics. It will discuss a number of case studies on how talent analytics can improve organizational decision-making. From the case studies, we will identify key channels through which the adoption of talent analytics can improve the performance of the HR function and eventually of the whole organization. While discussing the opportunities that talent analytics offer organizations, this paper highlights the costs (in terms of data governance and ethics) that the widespread use of talent analytics can generate. Finally, it highlights the importance of trust in supporting the successful implementation of talent analytics projects.
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Durai D., Subhashini, Krishnaveni Rudhramoorthy, and Shulagna Sarkar. "HR metrics and workforce analytics: it is a journey, not a destination." Human Resource Management International Digest 27, no. 1 (January 14, 2019): 4–6. http://dx.doi.org/10.1108/hrmid-08-2018-0167.

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Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.
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Leslie, Esther. "This other atmosphere: against human resources, emoji and devices." Journal of Visual Culture 18, no. 1 (April 2019): 3–29. http://dx.doi.org/10.1177/1470412919825816.

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Frequently humans are invited to engage with modern visual forms: emoji, emoticons, pictograms. Some of these forms are finding their way into the workplace, understood as augmentations to workplace atmospheres. What has been called the ‘quantified workplace’ requires its workers to log their rates of stress, wellbeing and subjective sense of productivity on a scale of 1–5 or by emoji, in a context in which Human Resources (HR) professionals develop a vocabulary of Workforce Analytics, People Analytics, Human Capital Analytics or Talent Analytics, and all this in the context of managing the work environment or its atmosphere. Atmosphere is mood, a compote of emotions. Emotions are a part of a human package characterized as ‘the quantified self’, a self intertwined with – subject to but also compliant with – tracking and archiving. The logical step for managing atmospheres is to track emotions at a granular and large-scale level. Through the concept of the digital crowd, rated and self-rating, as well as emotion-tracking strategies, the human resource (as worker and consumer) engages in a new politics of the crowd, organized around what political philosopher Jodi Dean calls, affirmatively, ‘secondary visuality’, high-circulation communication fusing speech, writing and image as a new form. This is the visuality of communicative, or social media, capitalism. But to the extent that it is captured by HR, is it an exposure less to crowd-sourced democracy, and more a stage in turning the employee into an on-the-shelf item in a digital economy warehouse, assessed by Likert scales? While HR works on new atmospheres of work, what other atmospheres pervade the context of labour, and can these be deployed in the generation of other types of affect, ones that work towards the free association of labour and life?
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Monte Santo Andrade, Sergio Henrique. "Data Analytics to Increase Performance in the Human Resources Area." Journal of Autonomous Intelligence 2, no. 4 (March 31, 2020): 15. http://dx.doi.org/10.32629/jai.v2i4.80.

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In a digital era, traditional areas like Human Resources have to adapt themselves to stay alive and competitive. The processes have been drasticallychanging from paper and talks into systems and workflows. Data is now morethan ever in the spotlight and have become an essential asset to ensure delivery, performance, quality and predictability. But first, data has to be organized, combined, verified, treated and transformed to become meaningful information, not forgetting automatized to be delivered in time and supporting decision making in a daily basis. Business Intelligence (BI) is the tool capable to do it and we are the minds to pull it off.
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King, Kylie Goodell. "Data analytics in human resources: A case study and critical review." IEEE Engineering Management Review 45, no. 4 (2017): 97–102. http://dx.doi.org/10.1109/emr.2017.8233301.

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Calvard, Thomas Stephen, and Debora Jeske. "Cross-Functional Reorganization: Human Resources, Information Technology, and Big Data Analytics (WITHDRAWN)." Academy of Management Proceedings 2017, no. 1 (August 2017): 12819. http://dx.doi.org/10.5465/ambpp.2017.12819abstract.

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Pape, Tom. "Prioritising data items for business analytics: Framework and application to human resources." European Journal of Operational Research 252, no. 2 (July 2016): 687–98. http://dx.doi.org/10.1016/j.ejor.2016.01.052.

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Dissertations / Theses on the topic "Human Resources Analytics"

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Vargas, Roslyn. "Adoption Factors Impacting Human Resource Analytics Among Human Resource Professionals." NSUWorks, 2015. http://nsuworks.nova.edu/hsbe_etd/5.

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In today’s fast paced, ever-changing world, one cannot help hearing the terms Big Data and analytics. The Internet holds vast amounts of data and this data, for example in retail, is being used to predict shopping habits, current needs, trends, and more. Why should this be limited to the retail side of an organization? Today, there is a more significant push for Human Resource (HR) professionals to be strategic business partners, and, therefore, HR professionals need to work on leading, not lagging, in the area of measurements and analytics. Some organizations that have adopted the use of analytics in their HR departments have been extremely successful. If this is the case, why are not more HR professionals adopting the use of human resource analytics (HRA)? The purpose of this study is to gain insight as to the reasons why more HR professionals are not using HRA to improve organizational performance and to gain and maintain a competitive advantage. An exploration of prior research was performed and resulted in the development of a model representing factors that impact the adoption of HRA. The model was then tested for content validity and reliability using Partial Least Squares of Path Modeling. Results of the study of 302 HR professionals, currently working in the field of HR, suggest the hypotheses testing social influence, tool availability, effort expectancy, performance expectancy, and quantitative self-efficacy as factors impacting the adoption of HRA were all significant. Conversely, the factors data availability, fear appeals, and general self-efficacy were not significant. Findings indicate that the factors impacting the adoption of HRA are not only in the hands of the HR professional but, to some extent, the organization as well. If organizations truly want to adopt HRA, they must make available to the HR professionals the tools, data, resources, and support necessary. This study contributes to the literature on individual-level adoption, specifically of HRA. Implications for theory and practice are discussed, as well as further research.
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van, Niekerk Roelien. "The nature and value of recruitment and talent management analytics : a systematic literature review." Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/60526.

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Introduction: In the current rapidly changing world of work, organisations are investing increasingly in workforce planning. Throughout times, recruiting and retaining talented employees have been one of the most complex problems facing employers. Human Resource (HR) metrics and analytics is still a relatively untouched tool used by HR managers. However, HR practitioners are engaging in an era where recruitment and talent retention processes are becoming predictive and provide several benefits to both the employer and employee. By understanding how data can be used for insightful decisions that generate business results, HR professionals need to exploit the gap. Currently, they have the opportunity to utilise their extensive data sets by providing the organisation with the relevant and strategic analytics for informed decision-making. Research purpose: The purpose of the systematic literature review was to investigate the nature and value that metrics and analytics on recruitment and talent management add to organisations. Motivation for the study: Throughout history, people were considered as the most valuable assets in which an organisation can invest. However, HR failed to take responsibility for the programmes and initiatives which they developed and implemented. By developing a means to measure HR programmes and initiatives and assess the performance and development of employees, HR professionals will be able to demonstrate its effect on the business's 'bottom line'. Consequently, top management would then be more willing to invest money and time in HR-related activities. HR metrics and analytics will allow top management to make informed decisions on HR initiatives and programmes such as recruitment and talent management. In a volatile business environment HR departments need to prove the monetary value of the HR functions to top management. For HR analytics to be effective, it is vital that the organisation applies the correct metrics that is aligned with the overall business strategy and objectives. Research design, approach and method: For the purpose of the present study, a systematic literature review was conducted to determine the nature and value-add of recruitment and talent management analytics in an organisation. Main findings: The first objective was to determine the importance of recruitment and talent retention metrics and analytics. Results show that organisations currently struggle to recruit and retain talented employees, a factor that ultimately impacts the success of the organisation. The review provided evidence of organisations that realised the importance of recruitment and talent retention analytics by also using it to inform their human capital planning. The second objective assessed the use of metrics and analytics to manage recruitment and talent. The research indicated that organisations apply various recruitment and talent retention metrics in different ways and for diverse purposes. A possible reason may be that organisations have different data sets and also use these sets differently to develop HR-related metrics suited for the specific company. The third objective was to identify standards for metrics on recruitment and talent management. The research indicates that there is no systematic approach to evaluate recruitment and talent management. This is a topic for future research. The fourth and final objective investigated the role of recruitment and talent retention analytics in management's decision-making. Here the literature indicates that organisations have invested highly in HR analytics, and even appoint an analytics team within the company with the sole purpose of evaluating the organisation's data sets. This attest to the value management attaches to HR analytics as important contribution to the business's decision-making process, and ultimately the success of the organisation as a whole. Limitations/future research: The present research had to factor in several delimitations related to the context, constructs and theoretical perspectives of the study. The researcher firstly identified that the research context was limited to the Human Resources (HR) segment of organisations and business sector. Secondly, only HR-related analytics were used for the purpose of this study. The researcher searched, analysed and made assumptions about this research topic by consulting mainly recent (over the past 10 years) and authentic resources. Lastly, the assumptions made in the study are based on data the researcher incorporated from selected literature. Conclusion: It is evident from the findings that HR professionals began understanding the impact of recruitment and talent retention analytics on validating HR contributions to the organisation. Furthermore, it is clear that, on the other hand, management does acknowledge the importance and value that recruitment and talent retention analytics add to the organisation's 'bottom line'. This allows management to make insightful decisions, and ultimately retain a competitive edge in the market.
Dissertation (MCom)--University of Pretoria, 2016.
Marketing Management
MCom
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Peres, Alexandre Ricardo. "Gestão de human resources analytics: eficácia, criação de conhecimento e alinhamento com tecnologia da informação." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/3/3136/tde-01112018-120932/.

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A atividade de Human Resources Analytics (HR Analytics) não é recente, mas vem ganhando importância na literatura de Recursos Humanos (RH) e no meio profissional. Contribuem para isso as pressões originadas pelos avanços de capacidade de processamento e análise que Tecnologia da Informação (TI) oferece atualmente e pela crescente exigência para que a estratégia de RH esteja mais conectada à da linha de negócios. A literatura sobre o tema aponta fatores que ainda precisam ser melhor explorados para que o desenvolvimento do tema \"HR Analytics\" possa ser melhor compreendido nos meios acadêmico e profissional, como o aporte de capacitação e conhecimento analíticos no RH, a eficiência na aplicação dos recursos de TI e a conexão da formulação estratégica de RH com as estratégias da linha de negócios e da TI. Esses fatores parecem ligados a como se desenvolve a inteligência de RH através de HR Analytics, cenário em que a criação de conhecimento e o alinhamento com TI ocupam papel central. Dado esse panorama, esta pesquisa busca identificar como é o processo de criação de conhecimento e o contexto de alinhamento entre TI e RH em empresas brasileiras que praticam o HR Analytics. Para isso, foram conduzidos estudos de caso com cinco empresas através de formulários de avaliação e entrevistas semiestruturadas. Os dados foram fornecidos por lideranças de RH e integrantes do processo de HR Analytics das empresas. Os resultados direcionam para diferenças entre como lideranças de RH e Business Partners buscam criar valor através de HR Analytics. Essa observação parece apontar para a necessidade de atenção à sinergia dos esforços para que cada campo de interações atinja seus objetivos; como as importâncias da unificação de conceitos e do direcionamento estratégico no RH. Assim, a maturidade de desenvolvimento do HR Analytics parece se encontrar ligada a esses fatores e também à influência do caminho de desenvolvimento tecnológico optado pelo RH.
Human Resources Analytics (HR Analytics) is not a recent activity, but it is getting relevance in Human Resources (HR) literature and in the professional environment. Compound this scenario pressures brought by the advances in processing and analysis capacity that Information Technology (IT) currently offers and by the increasing requirement over the HR strategy to be more connected to that of the line of business. The literature points out factors that still need to be better explored so that the development of the theme \"HR Analytics\" can be better understood in academic and professional environments, such as the contribution of analytical knowledge in HR, efficiency in the application of IT resources and the connection of strategic HR formulation with line-of-business and IT strategies. These factors seem to be related to how HR intelligence is developed through HR Analytics, a scenario in which knowledge creation and alignment with IT play a central role. Presented this scenario, this research aims to identify how the process of knowledge creation and the context of alignment between IT and HR take place in Brazilian companies that practice HR Analytics. For this, case studies were conducted with five companies through assessment forms and semi-structured interviews. The data were provided by HR leaders and members of the HR Analytics business process. The results point to differences between how HR leaders and Business Partners seek to create value through HR Analytics. This observation seems to highlight attention to the synergy of efforts, so each field of interactions could reach its objectives; such as the importance of unifying concepts and strategic direction in HR. Thus, the development of the maturity of HR Analytics seems to be connected to these factors, as well as the influence of the ways of technological development chosen by HR.
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Wanyoto, Kenneth. "A diagnostic model for adoption of human resources analytics in local subsidiaries : study focused on multi-national enterprises (MNEs) in Sub-Saharan Africa." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59801.

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Front-line managers and HR practitioners are principal implementers and gatekeepers of HR practice in organisations and as such, the survival of HR analytics is dependent on their concerted effort to enable it. HR analytics is one of the concepts that organisations can use to become more efficient and effective and to ultimately survive. Whilst the field of HR analytics presents opportunities it is, unfortunately, fraught with several internal and external challenges starting with the alignment of key actors perceptions. This research focuses on the predictors of the degree of adoption of HR analytics. In this research, extensive literature was reviewed to identify which constructs best apply in the context of the sampled subsidiaries of MNE organisations. A quantitative study carried out using a survey monkey questionnaire in which data from 256 front-line managers and HR practitioners in the subsidiaries of 6 Multinational Enterprises was collected. From the study, a model was developed that shows the best predictors for the level of adoption of HR analytics. Findings confirm that dimensions such as organisational culture, the organisation's strategy and national culture are significant predictors for the level of adoption of HR analytics and its effectiveness. Also, from the study, the alignment of perception and trust on the role of HR analytics in the organisations between key actors was found to be instrumental to its success. Such a model is important for organisations to be able to leverage HR analytics investments and for decision-making
Mini Dissertation (MBA)--University of Pretoria, 2017.
ms2017
Gordon Institute of Business Science (GIBS)
MBA
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Stenborg, Vera, and Louise Högren. "“People analytics kan jämföras med tonårssex: alla pratar om det, ingen har gjort det och ingen vet hur man ska göra” : En kvalitativ studie om hur svenska praktiker upplever people analytics." Thesis, Linköpings universitet, Informatik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-159325.

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Teknisk utveckling har varit en drivande kraft för effektivisering av organisationer genom historien. I takt med denna effektivisering har även arbetssätt och krav på anställda förändrats vilket har lett till ett behov av att strukturerat hantera personalrelaterade frågor. Utifrån detta har human resources (HR) som organisatorisk funktion vuxit fram. Den tekniska utvecklingen fortsätter och idag används tekniska lösningar som verktyg för många av organisationens funktioner. Dock menar tidigare forskning att HR inte hänger med i denna utveckling vilket påverkar HR-funktionens roll i organisationen och är en utmaning idag och framöver. En uppmärksammad teknisk lösning idag, i form av en uppsättning teknikbaserade vertyg, aktiviteter och arbetssätt, som anses kunna hjälpa HR som funktion att ta nästa steg i utvecklingen är people analytics. Syftet med denna studie är att öka förståelsen för people analytics i Sverige, vilka effekter som eftersträvas samt vilka möjligheter och utmaningar som finns för att uppnå dessa effekter. Detta grundar sig i att det finns ett behov av empiriskt grundad forskning i en svensk kontext eftersom det finns en avsaknad av detta idag. Genom tillämpning av en kvalitativ surveyundersökning av tolkande karaktär med semistrukturerade intervjuer framkommer ett empiriskt material som analyseras med hjälp av tidigare forskning och socioteknisk teori. Studien visar att people analytics är en uppsättning aktiviteter som är värdefulla för såväl organisationer som HR-funktioner eftersom det möjliggör evidensbaserat strategiskt arbete, med data och statistik som grund, i personalrelaterade frågor. Genom att använda people analytics kan organisationer följa upp sitt personalrelaterade arbete på ett mer strukturerat sätt och HR som funktion har även fått ökad legitimitet i organisationen på grund av detta. Däremot finns det ett antal komplext sammanflätade faktorer som idag agerar hindrande för att people analytics ska nå sin fulla potential i svenska organisationer, dessa faktorer återfinns både i sociala och tekniska aspekter av arbetet med people analytics. Genom att skapa förståelse för varför dessa faktorer påverkar användandet och effekterna av people analytics bidrar denna studie med värdefulla insikter för både praktiker och akademiker. Dessa insikter handlar om hur arbetet med people analytics kan uppnå de långsiktiga mål och syften som finns både inom forskning och hos svenska organisationer.
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Etukudo, Rosaline Uduak. "Strategies for Using Analytics to Improve Human Resource Management." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6557.

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The use of analytics in human resource (HR) management has proven successful in improving company performance by reducing workforce costs, improving the quality of recruitment, improving talent management and employee engagement, and generally improving productivity. The purpose of this qualitative, multiple-case study was to explore how HR managers use analytics to improve company performance using the contextually based human resource theory as the conceptual framework. The target population comprised a purposeful sample of 5 HR managers in Washington DC; the United States; and Lagos, Nigeria, who had experience using analytics for HR management. Data were collected through semistructured interviews using face-to-face, telephone, and Internet communications and a review of company documents and websites. Data analysis included content and thematic analysis. Four themes emerged from data analysis: the need for HR analytics to align with organizational strategy, the need for understanding HR metrics and how insights derived from HR analytics improve company performance, influencers of HR analytics adoption, and the barriers to HR analytics adoption. The findings and recommendations of this study can assist HR managers in implementing HR analytics successfully. The implications for positive social change include the potential for increased employee satisfaction, improved productivity, and enhanced prosperity in local communities, leading to positive socioeconomic indicators.
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Gustafsson, Daniel. "Business Intelligence, Analytics and Human Capital: Current State of Workforce Analytics in Sweden." Thesis, Högskolan i Skövde, Institutionen för kommunikation och information, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-6034.

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The way organizations make decisions today is very often purely based on intuition or gut-feeling. It does not matter whether decisions are of high risk for the company’s future or not, managers golden-gut is the only thing that determines whether invest- ments should be made or not. Analytics is the opposite of this intuition-based decision making. If taken seriously, almost all decisions in organizations are made on facts that are analytically derived from massive amount of data from internal and external sources such as customer relationship systems to social networks. Business leaders are becoming more aware of analytically based decisions, and some use it more than others. Analytics is usually practiced in finance, customer relationships or marketing. There is, however, one area where analytics is practiced by a small number of companies, and that is on the organization’s workforce. The workforce is usually seen as one of the most complicated areas to practice analytics. An employee is, of course, more com- plicated than a product. Despite this fact, companies usually forget that conducting analytics on employees is very similar to conducting analytics on customers, which has been practiced for many decades. Some organizations are showing great success with applications of Workforce Analytics (WA). Most of these organizations are located in the US or outside of Sweden. This thesis has conducted research on to what extent Workforce Analytics is practiced in Sweden. Empirical findings show that some com- panies use WA in Sweden. The practice is not of highest sophistication of WA. Also, they show aspiration towards the idea of WA and some are locally conducting various of applications.
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Detton, Alan James. "The Creation of a 3D Interactive Human Neural Development Resource and Its Evaluation Through a Video Analytic Usability Study." The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1337966847.

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Field, James G. "A SENSITIVITY ANALYSIS FOR RELATIVE IMPORTANCE WEIGHTS IN THE META-ANALYTIC CONTEXT: A STEP TOWARDS NARROWING THE THEORY-EMPIRICISM GAP IN TURNOVER." VCU Scholars Compass, 2017. http://scholarscompass.vcu.edu/etd/4734.

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Turnover is one of the most important phenomena for management scholars and practitioners. Yet, researchers and practitioners are often frustrated by their inability to accurately predict why individuals leave their jobs. This should be worrisome given that total replacement costs can exceed 100% of an employee’s salary (Cascio, 2006) and can represent up to 40% of a firm’s pre-tax income (Allen, 2008). Motivated by these concerns, the purpose of this study was to assess the predictive validity of commonly-investigated correlates and, by extension, conceptualizations of employee turnover using a large-scale database of scientific findings. Results indicate that job satisfaction, organizational commitment, and embeddedness (e.g., person-job fit, person-organization fit) may be the most valid proximal predictors of turnover intention. Results for a tripartite analysis of the potential empirical redundancy between job satisfaction and organizational commitment when predicting turnover intention align well with previous research on this topic and generally suggest that the two constructs may be empirically indistinguishable in the turnover context. Taken together, this study has important implications for the turnover and sensitivity analysis literatures. With regard to the sensitivity analysis literature, this study demonstrates the application of a sensitivity analysis for relative importance weights in the meta-analytic context. This new method takes into account variance around the meta-analytic mean effect size estimate when imputing relative importance weights and may be adapted to other correlation matrix-based techniques (i.e., structural equation modeling) that are often used to test theory.
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Whitman, Daniel S. "Emotional Intelligence and Leadership in Organization: A Meta-analytic Test of Process Mechanisms." FIU Digital Commons, 2009. http://digitalcommons.fiu.edu/etd/113.

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The present study – employing psychometric meta-analysis of 92 independent studies with sample sizes ranging from 26 to 322 leaders – examined the relationship between EI and leadership effectiveness. Overall, the results supported a linkage between leader EI and effectiveness that was moderate in nature (ρ = .25). In addition, the positive manifold of the effect sizes presented in this study, ranging from .10 to .44, indicate that emotional intelligence has meaningful relations with myriad leadership outcomes including effectiveness, transformational leadership, LMX, follower job satisfaction, and others. Furthermore, this paper examined potential process mechanisms that may account for the EI-leadership effectiveness relationship and showed that both transformational leadership and LMX partially mediate this relationship. However, while the predictive validities of EI were moderate in nature, path analysis and hierarchical regression suggests that EI contributes less than or equal to 1% of explained variance in leadership effectiveness once personality and intelligence are accounted for.
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Books on the topic "Human Resources Analytics"

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Fitz-enz, Jac, and John R. Mattox, eds. Predictive Analytics for Human Resources. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118915042.

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Strohmeier, Stefan, and Franca Piazza, eds. Human Resource Intelligence und Analytics. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03596-9.

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Developments in the management of human resources: An analytical review. Oxford, UK: Blackwell, 1992.

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Alternatives in Jewish bioethics. Albany: State University of New York Press, 1997.

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Predictive Analytics For Human Resources. John Wiley & Sons Inc, 2014.

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Fitz-enz, Jac, and Mattox John II. Predictive Analytics for Human Resources. Wiley & Sons, Incorporated, John, 2014.

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Predictive Analytics for Human Resources. Wiley & Sons, Incorporated, John, 2014.

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Making Human Capital Analytics Work Measuring The Roi Of Human Capital Processes And Outcomes. McGraw-Hill Education - Europe, 2014.

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Data-driven organization design: Sustaining the competitive edge through organizational analytics. Kogan Page, 2015.

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Nijjer, Shivinder, and Sahil Raj. Predictive Analytics in Human Resource Management. Routledge India, 2020. http://dx.doi.org/10.4324/9781003026822.

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Book chapters on the topic "Human Resources Analytics"

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Kapoor, Shikha. "HR Analytics for Competitive Advantage." In Financial Intelligence in Human Resources Management, 337–54. Boca Raton: Apple Academic Press, 2021. http://dx.doi.org/10.1201/9781003083870-18.

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Khatri, Sapna, Devendra Kumar Pandey, Daniel Penkar, and Jaiprakash Ramani. "Impact of Artificial Intelligence on Human Resources." In Data Management, Analytics and Innovation, 365–76. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-9364-8_26.

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Yang, Xiawei, and Rong Liu. "Optimization Technology of Human Resources Management (HRM) Education Resources Based on Hadoop Cloud Storage Architecture." In Application of Intelligent Systems in Multi-modal Information Analytics, 375–81. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74811-1_54.

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Shanks, Rachel, Bruce Scharlau, Hataichanok Saevanee, and Kevin Stelfox. "Human and Technological Resources Needed to Develop and Sustain a City-Wide Educational Data Observatory." In Responsible Analytics and Data Mining in Education, 179–91. New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9780203728703-13.

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Zhou, Lei, and Yue Hao. "Study on the Difficulties and Countermeasures of Rural Human Resources Development in Jilin Province." In Application of Intelligent Systems in Multi-modal Information Analytics, 1133–40. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-15740-1_144.

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Murphy, Caroline, and Jean McCarthy. "Human Resource Analytics." In Human Resource Management, 207–20. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_11.

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Graczyk-Kucharska, Magdalena, Maciej Szafrański, Selma Gütmen, Marek Goliński, Małgorzata Spychała, Gerhard-Wilhelm Weber, Zbigniew Włodarczak, Semih Kuter, and Ayşe Özmen. "Modeling for Human Resources Management by Data Mining, Analytics and Artificial Intelligence in the Logistics Departments." In Smart and Sustainable Supply Chain and Logistics – Trends, Challenges, Methods and Best Practices, 291–303. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-61947-3_20.

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Konovalova, Valeriya G., Ruben V. Aghgashyan, and Svetlana S. Galazova. "Perspectives and Restraining Factors of HR Analytics in the Conditions of Digitization of Human Resources Management." In Studies in Systems, Decision and Control, 1015–24. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-56433-9_106.

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Rogers, Donald P. "HR Metrics and Analytics." In The Encyclopedia of Human Resource Management, 252–57. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch46.

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Gola, Peter. "HR Intelligence und Analytics – Datenschutzrechtliche Grenzziehungen." In Human Resource Intelligence und Analytics, 127–58. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03596-9_4.

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Conference papers on the topic "Human Resources Analytics"

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"Human Resources Analytics: An Instigation for Improving Corporate Performance." In International Conference on Accounting, Business, Economics and Politics. Ishik University, 2019. http://dx.doi.org/10.23918/icabep2019p41.

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Dimitrov, Dimitar, and Radko Radev. "HOW DATA ANALYTICS HELPS MANAGEMENT IN GLOBAL PANDEMIC SITUATION." In Fourth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/itema.2020.209.

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The ongoing COVID-19 pandemic is having a tremendous impact on the business organizations, governments and people around the Globe. No matter if it is a public, or private organization, the leaders and management have changed their approaches, standard operations, the way they communicate, processes and procedures. In this paper is analyzed the impact of Data Analytics on two main management pillars and more specifically: Business Operations and Human Resources Management; more precisely, how they are impacted and changed in the pandemics. We analyzed how Global IT Companies are reacting and using analytics as a tool that helps them in the day to day operations, representing some used models and patterns.
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Pemberton, Louise Ann, Kelly Linden, and Lucy Webster. "Evaluating the bones of adaptive learning: Do the initial promises really increase student engagement and flexible learning within first year anatomy subjects?" In Fifth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9346.

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Knowledge of human anatomy is essential in first-year undergraduate allied health courses. Traditionally this discipline has used time and resource intensive laboratory classes, however recent changes in resourcing and student learning preferences have led to a combination of pedagogical approaches being used. The aim of this study was to examine whether the use of Smart Sparrow adaptive and interactive online resources provided real flexibility in learning and influenced both student engagement and motivation to learn for allied health students studying first year anatomy. Twenty adaptive online anatomy lessons were created. These adaptive lessons were evaluated with (i) a student survey amd (ii) inbuilt learning analytics (n = 157). Our results showed that a total of 96% of students agreed or strongly agreed that the resources enhanced overall engagement in the subject and 96% found the resource easy to access. Overall our findings revealed that students overwhelmingly engaged with the lessons, and self-reported improvements in their learning through repeated use of flexible and adaptive learning resources.
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Moser, Kilian J., Andranik Tumasjan, and Isabell M. Welpe. "Is content king? Job seekers’ engagement with social media employer branding content." In CARMA 2016 - 1st International Conference on Advanced Research Methods and Analytics. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/carma2016.2016.3103.

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Abstract Increasing digitization and the emergence of social media have radically changed the recruitment landscape adding interactive digital platforms to traditional means of employer communication. Removing barriers of distance and timing, social media enable firms to continue their efforts of promoting their employment brand online. However, social media employer communication and employer brand building remains woefully understudied. Our study addresses this gap by investigating how firms use social media to promote their employer brand. We analyze employer branding communication in a sample of N = 216,828 human resources (HR) related Tweets from N = 166 Fortune 500 companies. Using supervised machine learning we classify the Tweet content according to its informational and inspirational nature, identifying five categories of employer branding social media communication on Twitter.
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Bandi, Ganga Naga Saroj, Tamarana Srinivasa Rao, and Sayyad Saadiq Ali. "Data Analytics Applications for Human Resource Management." In 2021 International Conference on Computer Communication and Informatics (ICCCI). IEEE, 2021. http://dx.doi.org/10.1109/iccci50826.2021.9402300.

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Ameer, Mohammed, Simhadri Prem Rahul, and Suneetha Manne. "Human Resource Analytics using Power Bi Visualization Tool." In 2020 4th International Conference on Intelligent Computing and Control Systems (ICICCS). IEEE, 2020. http://dx.doi.org/10.1109/iciccs48265.2020.9120897.

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Rokou, Elena, Voulgaridou Dimitra, and Kirytopoulos Konstantinos. "WEB BASED GROUP DECISION MAKING IN HUMAN RESOURCES MANAGEMENT." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2011. http://dx.doi.org/10.13033/isahp.y2011.060.

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Rana, RK, and S. Chhabra. "Challenges for Developing Navies to Adopt Industry 4.0." In International Conference on Marine Engineering and Technology Oman. London: IMarEST, 2019. http://dx.doi.org/10.24868/icmet.oman.2019.006.

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The rapid advancements in microprocessors has enhanced the computational power available on the desk top, enabling a paradigm shift in the way Researchers are handling large amount of data, developing newer algorithms to gain a deeper understanding of the subject matter as well as thinking and performing tasks that could never be imagined by mankind couple of decades ago. 3D additive printing; robotics - soft and hard; increased autonomous operations; Big data analytics; Internet of Things; Cyber Physical Systems; Artificial Intelligence; Machine Learning; Nanotechnology; Augmented and Virtual Reality; Exoskeleton; Cloud computing; Predictive maintenance; Advanced materials etc are the results of exponential rise in computational power, collectively known as Industry 4.0. Adoption of industry 4.0 across different industrial domains is now encroaching upon design, building, operation and maintenance of both commercial and naval ships. This paper intends to examine the adoption rate in advanced navies and look at the challenges faced by the developing navies, (especially in the Indian context), in their readiness for industry 4.0. The challenges could be education and training of human resources; industry support; local culture and mindset - within the navy and outside the navy; Cyber Security; Data storage; Data Privacy and confidentiality etc.
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Saaty, Thomas L., and Kirti Peniwati. "The Analytic Hierarchy Process and Linear Programming in Human Resource Allocation." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 1996. http://dx.doi.org/10.13033/isahp.y1996.068.

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Dolzhenko, Ruslan, and Svetlana Dolzhenko. "People data analytics as a new approach to human resource management." In International Days of Statistics and Economics 2019. Libuše Macáková, MELANDRIUM, 2019. http://dx.doi.org/10.18267/pr.2019.los.186.33.

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Reports on the topic "Human Resources Analytics"

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Rycroft, Taylor, Sabrina Larkin, Alexander Ganin, Treye Thomas, Joanna Matheson, Tessa Van Grack, Xinrong Chen, Kenton Plourde, Alan Kennedy, and Igor Linkov. A framework and pilot tool for the risk-based prioritization and grouping of nano-enabled consumer products. Engineer Research and Development Center (U.S.), August 2021. http://dx.doi.org/10.21079/11681/41721.

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The use of engineered nanomaterials (ENMs) in consumer products has expanded rapidly, revealing both innovative improvements over conventional materials, and the potential for novel risks to human health and the environment. As the number of new nano-enabled products and the volume of toxicity data on ENMs continues to grow, regulatory agencies like the U.S. Consumer Product Safety Commission (CPSC) – a small, independent federal agency responsible for protecting consumers from unreasonable risks associated with product use – will require the ability to screen and group a diverse array of nano-enabled consumer products based on their potential risks to consumers. Such prioritization would allow efficient allocation of limited resources for subsequent testing and evaluation of high-risk products and materials. To enable this grouping and prioritization for further testing, we developed a framework that establishes a prioritization score by evaluating a nano-enabled product's potential hazard and exposure, as well as additional consideration of regulatory importance. We integrate the framework into a pilot version software tool and, using a hypothetical case study, we demonstrate that the tool can effectively rank nano-enabled consumer products and can be adjusted for use by agencies with different priorities. The proposed decision-analytical framework and pilot-version tool presented here could enable a regulatory agency like the CPSC to triage reported safety concerns more effectively and allocate limited resources more efficiently.
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Brophy, Kenny, and Alison Sheridan, eds. Neolithic Scotland: ScARF Panel Report. Society of Antiquaries of Scotland, June 2012. http://dx.doi.org/10.9750/scarf.06.2012.196.

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The main recommendations of the Panel report can be summarised as follows: The Overall Picture: more needs to be understood about the process of acculturation of indigenous communities; about the Atlantic, Breton strand of Neolithisation; about the ‘how and why’ of the spread of Grooved Ware use and its associated practices and traditions; and about reactions to Continental Beaker novelties which appeared from the 25th century. The Detailed Picture: Our understanding of developments in different parts of Scotland is very uneven, with Shetland and the north-west mainland being in particular need of targeted research. Also, here and elsewhere in Scotland, the chronology of developments needs to be clarified, especially as regards developments in the Hebrides. Lifeways and Lifestyles: Research needs to be directed towards filling the substantial gaps in our understanding of: i) subsistence strategies; ii) landscape use (including issues of population size and distribution); iii) environmental change and its consequences – and in particular issues of sea level rise, peat formation and woodland regeneration; and iv) the nature and organisation of the places where people lived; and to track changes over time in all of these. Material Culture and Use of Resources: In addition to fine-tuning our characterisation of material culture and resource use (and its changes over the course of the Neolithic), we need to apply a wider range of analytical approaches in order to discover more about manufacture and use.Some basic questions still need to be addressed (e.g. the chronology of felsite use in Shetland; what kind of pottery was in use, c 3000–2500, in areas where Grooved Ware was not used, etc.) and are outlined in the relevant section of the document. Our knowledge of organic artefacts is very limited, so research in waterlogged contexts is desirable. Identity, Society, Belief Systems: Basic questions about the organisation of society need to be addressed: are we dealing with communities that started out as egalitarian, but (in some regions) became socially differentiated? Can we identify acculturated indigenous people? How much mobility, and what kind of mobility, was there at different times during the Neolithic? And our chronology of certain monument types and key sites (including the Ring of Brodgar, despite its recent excavation) requires to be clarified, especially since we now know that certain types of monument (including Clava cairns) were not built during the Neolithic. The way in which certain types of site (e.g. large palisaded enclosures) were used remains to be clarified. Research and methodological issues: There is still much ignorance of the results of past and current research, so more effective means of dissemination are required. Basic inventory information (e.g. the Scottish Human Remains Database) needs to be compiled, and Canmore and museum database information needs to be updated and expanded – and, where not already available online, placed online, preferably with a Scottish Neolithic e-hub that directs the enquirer to all the available sources of information. The Historic Scotland on-line radiocarbon date inventory needs to be resurrected and kept up to date. Under-used resources, including the rich aerial photography archive in the NMRS, need to have their potential fully exploited. Multi-disciplinary, collaborative research (and the application of GIS modelling to spatial data in order to process the results) is vital if we are to escape from the current ‘silo’ approach and address key research questions from a range of perspectives; and awareness of relevant research outside Scotland is essential if we are to avoid reinventing the wheel. Our perspective needs to encompass multi-scale approaches, so that ScARF Neolithic Panel Report iv developments within Scotland can be understood at a local, regional and wider level. Most importantly, the right questions need to be framed, and the right research strategies need to be developed, in order to extract the maximum amount of information about the Scottish Neolithic.
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