Applying the Job Demands-Resources (JD-R) model reveals HRA’s psychological impact on employees, shedding light on demands and resources for HR specialists and line managers.
Authors
Geethika Raj, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India
T.N. Krishnan, Organizational Behavior and Human Resource Management Area at the Indian Institute of Management, Kozhikode, Kerala, India
Summary
Human Resource Analytics (HRA) has emerged as a significant trend with high-performing organizations using analytics for evidence-based decision-making. Although prior research demonstrates that HRA adoption could entail job resources and challenges for employees – particularly HR specialists and line managers- the field lacks a robust theoretical framework for a focused and systematic investigation. To address this gap, we conducted a mixed-methods review of 39 articles selected based on rigorous inclusion and exclusion criteria. Our study examines the psychological impact of HRA on employees, shedding light on the impact of the integration into daily work. Applying the Job Demands-Resources (JD-R) model, we offer a balanced perspective of employees’ psychological responses to HRA, extending prior work on technology adoption. This framework enables us to map out the direct, mediating, and moderating relationships between key variables, providing a clearer understanding of HRA’s implications for employee well-being and performance.
Published in: Human Resource Management Review
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