Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM

IF 3.3 3区管理学 Q1 INDUSTRIAL RELATIONS & LABOR

Personnel Review Pub Date : 2024-01-26 DOI:10.1108/pr-11-2021-0809

Shweta Jaiswal Thakur, Jyotsna Bhatnagar, Elaine Farndale, Prageet Aeron

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引用次数: 0

Abstract

Purpose

Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.

Design/methodology/approach

Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.

Findings

The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.

Originality/value

The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

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人力资源分析、创造性解决问题能力与企业绩效：利用 PLS-SEM 进行中介调节分析

目的基于基于资源和动态能力的理论，本研究探讨了人力资源分析（HRA）如何提高人力资源管理（HRM）绩效和组织绩效，并将创造性解决问题能力（CPSC）作为从人力资源分析中创造价值的潜在中介。研究结果研究结果证实了人力资源管理的使用和成熟度对人力资源管理和组织绩效的直接和间接影响，以及 CPSC 的中介作用。研究发现，HRA 人员的专业知识对 HRA 与 CPSC 之间的关系具有调节作用，而数据质量则是一个重要因素。研究确定了互补能力，当这些能力与人力资源管理局的使用/成熟度和 CPSC 相结合时，就能创造价值。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Personnel Review Multiple-

CiteScore

7.10

自引率

7.70%

发文量

133

期刊介绍： Personnel Review (PR) publishes rigorous, well written articles from a range of theoretical and methodological traditions. We value articles that have high originality and that engage with contemporary challenges to human resource management theory, policy and practice development. Research that highlights innovation and emerging issues in the field, and the medium- to long-term impact of HRM policy and practice, is especially welcome.