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    Bridging the gap: why, how and when HR analytics can impact organizational performance

    McCartney, Steven and Fu, Na (2022) Bridging the gap: why, how and when HR analytics can impact organizational performance. Management Decision, 60 (13). pp. 25-47. ISSN 0025-1747

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    Purpose – Despite the growth and adoption of human resource (HR) analytics, it remains unknown whether HR analytics can impact organizational performance. As such, this study aims to address this important issue by understanding why, how and when HR analytics leads to increased organizational performance and uncover the mechanisms through which this increased performance occurs. Design/methodology/approach – Using data collected from 155 Irish organizations, structural equation modeling was performed to test the chain mediation model linking HR technology, HR analytics, evidence based management (EBM) and organizational performance. Findings – The study’s findings support the proposed chain model, suggesting that access to HR technology enables HR analytics which facilitates EBM, which in turn enhances organizational performance. Originality/value – This research contributes significantly to the HR analytics and EBM literature. First, the study extends our understanding of why and how HR analytics leads to higher organizational performance. Second, the authors identify that access to HR technology enables and is an antecedent of HR analytics. Finally, empirical evidence is offered to support EBM and its impact on organizational performance.

    Item Type: Article
    Keywords: Human resource analytics; HR; People analytics; Evidence based management; Organizational performance; Human resource management; Human capital analytics;
    Academic Unit: Faculty of Social Sciences > School of Business
    Item ID: 17530
    Identification Number:
    Depositing User: Steven McCartney
    Date Deposited: 11 Sep 2023 11:46
    Journal or Publication Title: Management Decision
    Publisher: Emerald
    Refereed: Yes
    Use Licence: This item is available under a Creative Commons Attribution Non Commercial Share Alike Licence (CC BY-NC-SA). Details of this licence are available here

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