Human resources analytics: A legitimacy process
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Date
2020
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Publisher
John Wiley & Sons Ltd
Abstract
Taking a grounded theory approach, this paper explores
human resources (HR) Analytics legitimacy in three organi sations over a period of 3 years. The research aims to inves tigate (i) how the HR Analytics legitimacy process presents
and develops and (ii) what decisions, activities, and events
can shape the legitimacy of HR Analytics in organisations.
We draw on institutional theory and industry creation liter atures to understand what constitutes HR Analytics legit imacy through a three-dimensional perspective: cognitive,
socio-political, and technological. A process theory lens as
an analytical tool allowed for the mapping of the institutional
process in order to isolate key individual decisions, activities,
and events over time. Three related, non-linear sub-pro cesses of HR Analytics legitimation are identified, namely,
HR Analytics as a strategic commitment, the HR data infra structure decision, and the focus of HR Analytics projects in
addition to a number of delaying, enabling, and accelerating
elements that influence this process
Description
Keywords
HR Analytics, data infrastructure, HR strategic added value