RESEARCH ARTICLE
Employees’ Experiences of Accepting and Adopting HR Analytics: A Phenomenology Study
Mansi Saxena1, Teena Bagga2, Sangeeta Gupta3, Amit Mittal4, *
Article Information
Identifiers and Pagination:
Year: 2022Volume: 15
E-location ID: e187435012208040
Publisher ID: e187435012208040
DOI: 10.2174/18743501-v15-e2208040
Article History:
Received Date: 25/10/2021Revision Received Date: 16/2/2022
Acceptance Date: 16/3/2022
Electronic publication date: 28/09/2022
Collection year: 2022
open-access license: This is an open access article distributed under the terms of the Creative Commons Attribution 4.0 International Public License (CC-BY 4.0), a copy of which is available at: https://creativecommons.org/licenses/by/4.0/legalcode. This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Abstract
Purpose:
The growing and sustaining needs of today’s globalized organizations lead to a quest for competitive advantages through 3R’s: Reframing, Repositioning, and Reinventing. The current research suggests that these mutations initiate changes and provocations in almost every segment of working culture, fostering mutation for the complete organization leaving employees to accept and act. The study aims to focus on the employee experiences and the implications during the acceptance and adoption of HR analytics.
Design/Methodology/Approach:
Using a qualitative approach, a life-world phenomenology study with 22 employees associated with HR activities or decision-making process for employees and practicing change management were interviewed for 24 – 26 weeks before and after adopting HR analytics. The interviews were analyzed and texted, which was directed at evaluating qualitative meanings through a systematic process. It is then clustered and analyzed for defining themes and the purpose of the phenomenon.
Results:
The study with the sample shows that HR analytics adoption and acceptance is not a cakewalk. The organization has to prepare its employees to adjust to new technology by supporting, encouraging, training, building the right attitude to bring change, and leading in an impactful manner.
Conclusion:
The adoption and acceptance of HR analytics among its users have various steps and criticalities. The study was conducted to highlight the emotions of employees during the transformative move toward technology adoption and usage that will help the organization develop the right model for initiating the use of HR analytics in the working culture. It provides insights and guidance for promoting ease of acceptance and adoption of HR analytics among its users.
