| Peer-Reviewed

The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective

Received: 1 May 2020     Accepted: 12 June 2020     Published: 25 August 2020
Views:       Downloads:
Abstract

Effectively managing human capital is critical to organizations today. This has strategic implications for businesses to gain competitive advantage. HR analytics has proven to increase HR’s contribution to the bottom line. The objective of the study is to investigate the implications of HR analytics in a developing country, Ghana. Adopting a qualitative approach to research and using a thematic analysis, Twenty (20) organizations were purposively sampled from public and private organizations in Greater Accra Region-Ghana. The study indicated that HR analytics makes employee sourcing meaningful towards employee performance and finally to increase productivity, and to retain talents for continuous growth and effectiveness. Most organizations do not use HR analytics and those that use it lack analytics competencies, management support, possess poor data and/or are unable to use analytical tools effectively. Though analytics is widely used in developed countries, developing countries are yet to glean the full benefits. It is recommended that educational and professional institutions review their course catalogues to include courses in HR analytics in training experts in the field. The great insights from the study will add up to existing literature on HR analytics and to provide a framework for organizations to design HR solutions to employee management challenges.

Published in Journal of Human Resource Management (Volume 8, Issue 3)
DOI 10.11648/j.jhrm.20200803.19
Page(s) 181-189
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

HR Analytics, Human Resource Management Practice, Strategy, Organizations

References
[1] Abor, L., Adjasi, C. K., & Haford, M. (2008). How Does Foreign Direct Investment Affect the Export Decisions of Firms in Ghana? Journal Compilation: African Development Bank.
[2] Akhtar, I. (2016). Research Design. Research in Social science: Interdisciplinary Perspectives, 68-84.
[3] Amponsah-Tawiah, K., & Dartey-Baah, K. (2011). Corporate social responsibility in Ghana. International Journal of Business and Social Science, 2 (17).
[4] Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M., & Stuart, M. (2016). HR and Analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26 (1), 1-11.
[5] Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic Human Resource Management (2ed.). NY: Oxford University Press.
[6] Bassi, L., Carpenter, R., & McMurrer, D. (2012). HR Analytics Handbook. Amsterdam: Reed Business.
[7] Brynjolfsson, E. & Saunders, A. (2009). Wired for innovation: How information technology is reshaping the economy. MA: MIT Press; Cambridge.
[8] Boateng, R. (2014). Research Made Easy. Classical Edition (2nd Ed.). Createspace Independent Publishing Platform.
[9] Boudreau, J. W. & Lawler III, E. (2009). What makes HR a strategic Partner? People and Strategy, 32 (1), 14-22.
[10] Boudreau, J. W., Levenson, A. & Lawler, III, E. E. (2004). HR metrics and analytics-uses and Impacts. Human Resource Planning Journal, 27 (4), 27-35.
[11] Boudreau, J. W., & Ramstad, P. M. (2005). Beyond HR: The New Science of Human Capital. Boston, MA: Harvard Business School Press.
[12] Boyce, C., & Neale, P. (2006). Conducting In-depth Interviews: A guide for designing and conducting In-depth interviews for evaluation Input. Pathfinder International.
[13] Cascio, W. F., & Boudreau, J. W. (2010). Investing in People: Financial Impact of Human Resource Initiatives (2ed.). Saddle River, NJ: Pearson Education Inc.
[14] Chahtalkhi, N. (2016). What Challenges does HR face when implementing HR analytics and what actions have been taken to solve these challenges? Thesis, University of Twente.
[15] Churchill, G. A., & Lacobucci, D. (2009). Marketing Research. Methodological Foundations.
[16] CIPD. (2018). HR Analytics. Retrieved from https://www.cipd.co.uk/knowledge/strategy/Analytics/factsheet#
[17] Cooper, D., & Schindler, P. (2011). Business Research Methods (11th Ed.). McGraw-Hill: Boston.
[18] Creswell, J. W., & Poth, C. N. (2017). Qualitative inquiry and research design: choosing among five approaches (4th Ed.). Thousand Oaks, CA: Sage.
[19] Creswell, J. W. (2003). Research design. Qualitative, quantitative and mixed methods approaches. Thousand Oaks, CA: Sage Publications.
[20] Davenport, T. H; Harris, J. & Shapiro, J. (2010). Competing on talent analytics. Harvard Business Review, 88 (10), 52-58.
[21] Deloitte (2015). Global Human Capital Trends 2015. Leading in the new world of work. Deloitte University Press.
[22] Earley, C. E. (2015). Data analytics in auditing: Opportunities and Challenges. Business Horizons, 58 (5), 493-500.
[23] Edwards, M. R., & Edwards, K. (2016). Predictive HR Analytics: Mastering the HR Metric. London: Kogan Page.
[24] Ejo-Orusa, H. & Okwakpam, J. A. (2018). Predictive HR Analytics and Human Resource Management amongst Human Resource Practitioners in Port Harcourt, Nigeria. Global Scientific Journal, 6 (7), 254-275.
[25] Fiocco, E. (2017). HR analytics at work: Exploring diffusion of innovation within a Swedish Based MNC. Thesis: University of Gothenburg.
[26] Fitz-enz, J. & Mattox II, J. R. (2014). Predictive Analytics for Human Resources. Wiley: New Jersey.
[27] Ghana Statistical Service (2017). Integrated Business Establishment Survey Phase II: Sumary Report. Ghana Statistical Service, Ghana.
[28] Heuvel, S. V. D. (2016). HRM scholars, where are you in the HR Analytics debate? Retrieved from https://www.linkedin.com/pulse/hrm-scholars-where-you-hr-analytics-debatesjoerd-van-den-heuvel.
[29] Heuvel, S. V. D., & Bondarouk, T. (2016). The rise (and fall) of HR analytics: a study into the future applications, value, structure, and system support. Paper presented at the 2nd HR Division International Conference (HRIC), Sydney, Australia.
[30] Heuval, S. V. D. & Bondarouk, T. (2017). The rise (and fall?) of HR Analytics: A study into the future application, value, structure and system support. Journal of Organizational Effectiveness: People and Performance, 4 (2), 157-178.
[31] Holbeche, L. (2009). Aligning human resources and business strategy. Routledge.
[32] HR Analytics (2017). HR Analytics: A study into the current state of HR analytics and Predictions for its future. Human Resource Management International Digest, 25 (7), 9-11.
[33] Jain, S. & Gautam, A. (2014). Performance Management System: A strategic tool for Human Resource Management. Prabandhan Guru, 5 28-32.
[34] Jensen-Eriksen, K. (2016). The role of HR analytics in creating data-driven HRM. Textual Network analysis of online blogs of HR professionals. Thesis.
[35] Johannink, R. (2015). The future of HR Analytics: A Delphi Method Study. Presented at the 5th IBA Bachelor Thesis Conference on July 2nd, 2015 at Enschede, The Netherlands by the Faculty of Behavioural Management and social sciences, University of Twente.
[36] Kavanagh, M. J., & Carlson, K. D. (2012). HR metrics and workforce analytics in Human Resource Information systems: Basics applications and future directions. Sage Publications.
[37] King, K. G. (2016). Data Analytics in Human Resources: A Case study and critical Review. Human Resource Development Review, 15 (4), 487-495.
[38] Laney, D., Lettong, H., & Lapkin, A. (2013). What big data means for business. Financial Times.
[39] Lee, D. & Brower, R. S. (2006). Pushing the Envelope on Organizational Effectiveness: Combining an Old Framework and a Sharp Tool. Public Performance & Management Review, 30 (2), 155-178.
[40] Long, T. B., Blok, V., & Coninx, I. (2016). Barriers to the adoption and diffusion of technological innovations for climate-smart agriculture in Europe: evidence from the Netherlands, France, Switzerland and Italy. Journal of Cleaner Production, 112, 9-21.
[41] Lydgate, X. K. (2018). Human Resource Analytics: Implications for Strategy Realization and Organisational Performance. University Honors Theses. Paper 508.
[42] Magau, M. D., & Roodt, G. (2010). An evaluation of the Human Capital Bridge Framework. SA Journal of Human Resource Management, 8 (1), 1-10.
[43] Malisetty, S., Archana, R. V. & Kumari, K. V. (2017). Predictive Analytics in HR Management. Indian Journal of Public Health Research and Development, 8 (3), 120-165.
[44] Manyika, J., Chui, M., & Brown, B. (2011). Big data: The next frontier for innovation, competition and productivity. San Francisco, CA: McKinsey Global Institute.
[45] Marler, J. H., & Boudreau, J. W. (2017). An evidenced-based review of HR analytics. The International Journal of Human Resource Management, 28 (1), 3-26.
[46] Marler, J. H., & Fisher, S. L. (2017). Making HR Technology Decisions: A strategic Perspective. New York: Business Expert Press.
[47] Marr, B. (2015). Big data. UK: John Wiley and Sons Inc.
[48] Marshall, N. A., Tobin, R. C., Marshall, P. A., Gooch, M., & Hobday, A. J. (2013). Social Vulnerability of marine resource users to extreme weather events. Ecosystems, 16 (5), 797-809.
[49] McAfee, A., & Brynjolfsson, E. (2012). Big data: The Management revolution. Harvard Business Review, 90 (10), 60-68.
[50] Miles, M. & Huberman, A. (1994). Qualitative data analysis. Thousand Oaks: Sage Publications.
[51] Minbaeva, D. B. (2018). Building credible human capital analytics for organizational Competitive advantage. Human Resource Management, 57 (3), 701-713.
[52] Mukundan, S. (2017). Analytics in HR: A snapshot view. International Journal of Engineering Technology. Management and Applied Sciences, 5 (7), 597-601.
[53] Naasz, K. & Nadel, S. (2015). Advances in Big Data and Analytics can Unlock Insights and Drive HR actions. HR Focus, 92 (5), 1-4.
[54] Niaksu, O. (2015). CRISP data Mining Methodology Extension for medical Domain. Baltic J. Modern Computing, 3 (2), 92-109.
[55] Patton, M. Q. (2015). Qualitative research and evaluation methods: integrating theory and Practice (4th Ed.). Thousand Oaks, CA: Sage Publications.
[56] Power, D. J., Heavin, C., McDermott, J., & Daly, M. (2018). Defining Business Analytics: an Empirical approach. Journal of Business Analytics, 1 (1), 40-53.
[57] Raguseo, E. (2018). Big data technologies: An empirical investigation on their adoption, Benefits and risks for companies. International Journal of Information Management, 38 (1), 187-195.
[58] Rahman, M. S. (2017). The advantages and disadvantages of using Qualitative and Quantitative approaches and methods in Language “Testing and Assessment” Research: A literature Review. Journal of Education and Learning, 6 (1), 102-112.
[59] Ruohonen, S. (2015). Business Benefits of leveraging predictive analytics in HR. Thesis: Aalto University School of Business.
[60] Rubin, H. J., & Rubin, I. S. (2005). Qualitative Interviewing: The Arts of Hearing Data (2nd Ed.). Thousand Oaks, CA: Sage.
[61] Rasmussen, T., & Ulrich, D. (2015). Learning from practice: how HR analytics avoids being a Management fad. Organizational Dynamics, 44 (3), 236-242.
[62] Saunders, B., Kitzinger, J., Kitzinger, C. (2015). Anonymizing interview data: Challenges and compromise in practice. Qualitative Research, 15 (5), 616-632.
[63] Sharma, A. & Sharma, T. (2017). HR Analytics and Performance appraisal system: A Conceptual framework for employee performance improvement. Management Research Review, 40 (6), 684-697.
[64] Shaw, J. D. (2011). Turnover rates and organizational performance: Review, critique and Research agenda. Organizational Psychology Review, 1 (3), 187-213.
[65] SHRM Foundation (2016). Use of workforce analytics fir Competitive advantage. Available at https://www.shrm.org/foundation/ourwork/initiatives/preparing-for-future-hrtrends/Documents/workforce%20Analytics%20Report.pdf.
[66] Sierra-Cedar (2016). HR Systems Survey, 19th Annual Edition. White Paper.
[67] Snell, A. (2011). Developing talent intelligence to boost business performance. Strategic HR Review, 10 (2), 12-17.
[68] Soundararajan, R. & Singh, K. (2017). Winning on HR analytics. Sage publications: India Pvt. Ltd.
[69] Souza, G. C. (2014). Supply chain analytics. Business Horizons, 57 (5), 595-605.
[70] Sullivan, J. (2013). How google is using People analytics to completely reinvent HR. Retrieved from https://www.tlnt.com/how-google-is-using-people-analytics-to completely-reinvent-hr/
[71] Terre Blanche, M., Durrheim, K. & Painter, D. (2006). Research in practice: Applied Methods for the social sciences (2nd Ed.). Cape Town: UCT Press.
[72] Ulrich, D. & Dulebohn, J. (2015). Are we there yet? What’s next for HR? Human Resource Management Review, 25, 188-204.
[73] Ward, M. J., Marsolo, K. A., & Froehle, C. M. (2014). Applications of Business analytics In healthcare. Business Horizons, 57 (5), 571-582.
[74] Waxer, C. (2013). An Introduction to Human Resource Analytics. Data Informed: Wellesley Information Services, Toronto-Canada.
[75] Yin, R. K. (2011). Qualitative research from start to finish. New York, Guilford Press.
Cite This Article
  • APA Style

    Alfred Boakye, Yvonne Ayerki Lamptey. (2020). The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective. Journal of Human Resource Management, 8(3), 181-189. https://doi.org/10.11648/j.jhrm.20200803.19

    Copy | Download

    ACS Style

    Alfred Boakye; Yvonne Ayerki Lamptey. The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective. J. Hum. Resour. Manag. 2020, 8(3), 181-189. doi: 10.11648/j.jhrm.20200803.19

    Copy | Download

    AMA Style

    Alfred Boakye, Yvonne Ayerki Lamptey. The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective. J Hum Resour Manag. 2020;8(3):181-189. doi: 10.11648/j.jhrm.20200803.19

    Copy | Download

  • @article{10.11648/j.jhrm.20200803.19,
      author = {Alfred Boakye and Yvonne Ayerki Lamptey},
      title = {The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective},
      journal = {Journal of Human Resource Management},
      volume = {8},
      number = {3},
      pages = {181-189},
      doi = {10.11648/j.jhrm.20200803.19},
      url = {https://doi.org/10.11648/j.jhrm.20200803.19},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20200803.19},
      abstract = {Effectively managing human capital is critical to organizations today. This has strategic implications for businesses to gain competitive advantage. HR analytics has proven to increase HR’s contribution to the bottom line. The objective of the study is to investigate the implications of HR analytics in a developing country, Ghana. Adopting a qualitative approach to research and using a thematic analysis, Twenty (20) organizations were purposively sampled from public and private organizations in Greater Accra Region-Ghana. The study indicated that HR analytics makes employee sourcing meaningful towards employee performance and finally to increase productivity, and to retain talents for continuous growth and effectiveness. Most organizations do not use HR analytics and those that use it lack analytics competencies, management support, possess poor data and/or are unable to use analytical tools effectively. Though analytics is widely used in developed countries, developing countries are yet to glean the full benefits. It is recommended that educational and professional institutions review their course catalogues to include courses in HR analytics in training experts in the field. The great insights from the study will add up to existing literature on HR analytics and to provide a framework for organizations to design HR solutions to employee management challenges.},
     year = {2020}
    }
    

    Copy | Download

  • TY  - JOUR
    T1  - The Rise of HR Analytics: Exploring Its Implications from a Developing Country Perspective
    AU  - Alfred Boakye
    AU  - Yvonne Ayerki Lamptey
    Y1  - 2020/08/25
    PY  - 2020
    N1  - https://doi.org/10.11648/j.jhrm.20200803.19
    DO  - 10.11648/j.jhrm.20200803.19
    T2  - Journal of Human Resource Management
    JF  - Journal of Human Resource Management
    JO  - Journal of Human Resource Management
    SP  - 181
    EP  - 189
    PB  - Science Publishing Group
    SN  - 2331-0715
    UR  - https://doi.org/10.11648/j.jhrm.20200803.19
    AB  - Effectively managing human capital is critical to organizations today. This has strategic implications for businesses to gain competitive advantage. HR analytics has proven to increase HR’s contribution to the bottom line. The objective of the study is to investigate the implications of HR analytics in a developing country, Ghana. Adopting a qualitative approach to research and using a thematic analysis, Twenty (20) organizations were purposively sampled from public and private organizations in Greater Accra Region-Ghana. The study indicated that HR analytics makes employee sourcing meaningful towards employee performance and finally to increase productivity, and to retain talents for continuous growth and effectiveness. Most organizations do not use HR analytics and those that use it lack analytics competencies, management support, possess poor data and/or are unable to use analytical tools effectively. Though analytics is widely used in developed countries, developing countries are yet to glean the full benefits. It is recommended that educational and professional institutions review their course catalogues to include courses in HR analytics in training experts in the field. The great insights from the study will add up to existing literature on HR analytics and to provide a framework for organizations to design HR solutions to employee management challenges.
    VL  - 8
    IS  - 3
    ER  - 

    Copy | Download

Author Information
  • Department of Organisation and Human Resource Management, University of Ghana Business School, Accra, Ghana

  • Department of Organisation and Human Resource Management, University of Ghana Business School, Accra, Ghana

  • Sections