identify how they are linked with each other and organizational sustainability. Converting analytical insights into
legitimate business actions begins with effective storytelling
using analyzed data related with people, operations, and
finance. To do this, the main requirement is that HR analytics and analysts address core strategic issues, enabling
organizational leaders to develop and implement the
vision-aligned strategies in order to achieve better employee
performance and organizational sustainability.
2 Literature Review
2.1 HR Analytics and Organizational
Sustainability
Twenty-first century organizations are rapidly adopting
technology and analytics to run business matters. Therefore,
there is a need to explore the empirical relationship between
organization experts’ readiness to use HR analytics with
reference to organizational sustainability (Van den Heuvel
and Bondarouk 2017). The focal objective of this empirical
investigation is to contribute in the taxonomy of HR analytics by investigating how HR analytics significantly contribute toward organizational sustainability. HR analytics
refers to the use of analysis, data, and systematic reasoning
to make decisions (Davenport et al. 2010). HR analytics is
perceived as a tool aiming to enhance organizational insights
regarding future innovation and its sustainable growth
(Smeyers and Delmotte 2013). In addition, HR analytics
refers to the organization’s ability to recognize and quantify
the firm’s human centric performance and sustainability
aiming to formulate better future decisions. However, it is
the focal responsibility of the firm’s HR department to
quantify and identify the human driven performance outcomes. It has been suggested that HR analytics must be
perceived as a cognitive process in relation to the statistical
and logical framework (Van den Heuvel and Bondarouk
2017). In the absence of a well-articulated research problem,
any developmental insights resulting from the data analysis
generate insignificant results about HR analytics, which
consequently, mitigate organizational future sustainability. It
is difficult to forecast how human resource management
practices will change in the future. HR analytics are used by
most of the known organizations like Google and others.
Past studies shown that a firm’s adaptation of HR matrices is
to analyze HR data, these HR matrices enable organizations
to conceptualize data through the lens of holistic perspective
using tabulations, charts, dashboards, and different other
formats that enable organizations to conceptualize important
findings in an understandable and meaningful way. It has
been observed from the past literature that in the absence of
clear comprehension regarding predictors of performance
management, organizations are unable to develop their HR
matrices based on HR practices (Huselid 2015). Matrices are
unable to provide holistic view about the organizational
outcomes resulting from the various factors associated with
the organizational future growth and sustainability (Kramar
2014). HR analytics is comprised upon various essential
hallmarks in relation to the organization outcomes, HR
practices, and policies. Organizations are still endeavored to
develop their HR analytics despite various HR practitioners’
forecasts about its future role and importance (Van den
Heuvel and Bondarouk 2017). It is evident that the organizations are still unable to adapt HR analytics due to their
failure to develop employees to use analytics and prepare
guidelines in this regard (Wolfe et al. 2006), which consequently affect the organizational sustainable development
and growth. According to Ability-Motivation Opportunity
(AMO) theory, HR systems significantly manipulate
employee productivity based on the organizational ability to
attract and develop high performance employees, that enable
organizations to sustain their growth in competitive business
environment (Guerci et al. 2015). It has been evident from
the AMO perspective that an organization’s performance
management capabilities and contingent rewards system are
significantly associated with the employee motivation, positive workplace attitudes, and organization citizenship
behavior (OCB). Moreover, organizations’ HR systems and
AMO theory are considered to be the most critical factors in
relation to the organizations’ financial performance and
employee turnover rate (Subramony 2009).
2.2 Organizations’ Readiness, HR Analytics
and Org. Sustainability
Organizations’ readiness to use HR analytics is matter of
concern (Bassi 2011). Based on recent studies on the individual adaptation of HR analytics as innovation and change
in the organization, the decision to adopt innovation in the
organization happens when all the stakeholders consistently
follow the processes resulting from the choice whether to
adopt or refuse innovation in the organization (Vargas et al.
2018). “Adoption is a decision to make full use of an
innovation as the best course of action available” (Rogers
2003) despite individual positive behavior and attitude
toward innovation adaptation in the origination. There is still
an uncertainty in relation to organizational innovation process, that mitigate the employees’ ability to engage with
such a process, and this in turn decrease the organization
ability toward organizational sustainable goals pursuit
(Vargas et al. 2018). It has been evident that organization’s
ability to use HR analytics as an innovation driver is based
on the five steps that includes (a) knowledge, (b) persuasion,
(c) decision, (d) implementation, and (e) confirmation. HR
104
T. M. Qureshi
legitimate business actions begins with effective storytelling
using analyzed data related with people, operations, and
finance. To do this, the main requirement is that HR analytics and analysts address core strategic issues, enabling
organizational leaders to develop and implement the
vision-aligned strategies in order to achieve better employee
performance and organizational sustainability.
2 Literature Review
2.1 HR Analytics and Organizational
Sustainability
Twenty-first century organizations are rapidly adopting
technology and analytics to run business matters. Therefore,
there is a need to explore the empirical relationship between
organization experts’ readiness to use HR analytics with
reference to organizational sustainability (Van den Heuvel
and Bondarouk 2017). The focal objective of this empirical
investigation is to contribute in the taxonomy of HR analytics by investigating how HR analytics significantly contribute toward organizational sustainability. HR analytics
refers to the use of analysis, data, and systematic reasoning
to make decisions (Davenport et al. 2010). HR analytics is
perceived as a tool aiming to enhance organizational insights
regarding future innovation and its sustainable growth
(Smeyers and Delmotte 2013). In addition, HR analytics
refers to the organization’s ability to recognize and quantify
the firm’s human centric performance and sustainability
aiming to formulate better future decisions. However, it is
the focal responsibility of the firm’s HR department to
quantify and identify the human driven performance outcomes. It has been suggested that HR analytics must be
perceived as a cognitive process in relation to the statistical
and logical framework (Van den Heuvel and Bondarouk
2017). In the absence of a well-articulated research problem,
any developmental insights resulting from the data analysis
generate insignificant results about HR analytics, which
consequently, mitigate organizational future sustainability. It
is difficult to forecast how human resource management
practices will change in the future. HR analytics are used by
most of the known organizations like Google and others.
Past studies shown that a firm’s adaptation of HR matrices is
to analyze HR data, these HR matrices enable organizations
to conceptualize data through the lens of holistic perspective
using tabulations, charts, dashboards, and different other
formats that enable organizations to conceptualize important
findings in an understandable and meaningful way. It has
been observed from the past literature that in the absence of
clear comprehension regarding predictors of performance
management, organizations are unable to develop their HR
matrices based on HR practices (Huselid 2015). Matrices are
unable to provide holistic view about the organizational
outcomes resulting from the various factors associated with
the organizational future growth and sustainability (Kramar
2014). HR analytics is comprised upon various essential
hallmarks in relation to the organization outcomes, HR
practices, and policies. Organizations are still endeavored to
develop their HR analytics despite various HR practitioners’
forecasts about its future role and importance (Van den
Heuvel and Bondarouk 2017). It is evident that the organizations are still unable to adapt HR analytics due to their
failure to develop employees to use analytics and prepare
guidelines in this regard (Wolfe et al. 2006), which consequently affect the organizational sustainable development
and growth. According to Ability-Motivation Opportunity
(AMO) theory, HR systems significantly manipulate
employee productivity based on the organizational ability to
attract and develop high performance employees, that enable
organizations to sustain their growth in competitive business
environment (Guerci et al. 2015). It has been evident from
the AMO perspective that an organization’s performance
management capabilities and contingent rewards system are
significantly associated with the employee motivation, positive workplace attitudes, and organization citizenship
behavior (OCB). Moreover, organizations’ HR systems and
AMO theory are considered to be the most critical factors in
relation to the organizations’ financial performance and
employee turnover rate (Subramony 2009).
2.2 Organizations’ Readiness, HR Analytics
and Org. Sustainability
Organizations’ readiness to use HR analytics is matter of
concern (Bassi 2011). Based on recent studies on the individual adaptation of HR analytics as innovation and change
in the organization, the decision to adopt innovation in the
organization happens when all the stakeholders consistently
follow the processes resulting from the choice whether to
adopt or refuse innovation in the organization (Vargas et al.
2018). “Adoption is a decision to make full use of an
innovation as the best course of action available” (Rogers
2003) despite individual positive behavior and attitude
toward innovation adaptation in the origination. There is still
an uncertainty in relation to organizational innovation process, that mitigate the employees’ ability to engage with
such a process, and this in turn decrease the organization
ability toward organizational sustainable goals pursuit
(Vargas et al. 2018). It has been evident that organization’s
ability to use HR analytics as an innovation driver is based
on the five steps that includes (a) knowledge, (b) persuasion,
(c) decision, (d) implementation, and (e) confirmation. HR
104
T. M. Qureshi