Leveraging relational analytics in human resource research and practice

Soltis, Scott M.; Methot, Jessica R.; Gittell, Jody Hoffer; Harris, T. Brad

doi:10.1002/hrm.22172

Human Resource Management

2023

DOI: 10.1002/hrm.22172

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Leveraging relational analytics in human resource research and practice

Scott M. Soltis

Jessica R. Methot

Jody Hoffer Gittell

et al.

Abstract: Relational analytics-the leveraging of data on workplace relationships-acts as a complement to traditional people analytics and moves scholars and practitioners closer to an understanding of the realities of the modern workplace. This article serves as a primer for relational analytics by highlighting the potential of the perspective for human resources, the levels of analysis that can be used to study relational analytics, and some of the common theoretical perspectives employed in this area.We introduce the … Show more

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2024

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Cited by 3 publications

References 118 publications

(147 reference statements)

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The moderating role of social capital for late‐career management intervention effects on older employees' work engagement

Jokisaari,

Ruokolainen,

Vuori

2024

Human Resource Management

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Despite increasing interest in supporting older workers' motivation, retention, and well‐being at work, knowledge about how social networks at work may affect the efficacy of training interventions among older employees is scarce. These social ties are an important source of resources for older workers' careers. This study examined the characteristics of older workers' personal social networks as boundary conditions for the effects of late‐career management intervention on work engagement. Data were used from an earlier randomized controlled trial (RCT) in which senior employees (mean age of 58 years) participated in a peer group‐based training intervention and were asked to complete follow‐up surveys at baseline, post‐intervention, and after 6 months (Vuori et al., 2019, Journal of Vocational Behavior, 115: 103327). The results showed that older workers' social ties at higher organizational levels (upper reachability) and the number of social ties at work moderated the effect of the intervention on work engagement. Specifically, the intervention aimed at enhancing employees' personal resources improved work engagement for senior employees with few or no social ties at work with whom they could discuss important matters, and for those with social ties at higher organizational levels. However, the relationship quality between older workers and their leaders showed no moderation effect. This study encourages human resources professionals to consider the social network characteristics and peer learning of older workers when providing training to enhance their work engagement.

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The moderating role of social capital for late‐career management intervention effects on older employees' work engagement

Jokisaari,

Ruokolainen,

Vuori

2024

Human Resource Management

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Organizational performance as dependent variable in strategic human resource management literature – a journey so far

Chourasia,

Bahuguna

2024

BIJ

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PurposeOrganizational performance (OP) is one of the most important constructs in management research and all functions are evaluated by their contribution toward OP. This paper evaluates the current state of the research on OP in strategic human resource management (SHRM) literature. The study intends to generate new ideas for ongoing research in the field, facilitate the strategic alignment of HR operations and provide practical guidance on adopting OP measurement metrics for evidence-based decision-making at both organizational and individual levels. Consequently, a dual-method systematic review methodology was employed to achieve the stated objectives. This research underpins its theoretical argument on a resource-based view.Design/methodology/approachThis research paper follows a systematic review of 127 empirical studies conducted in the last three decades, in which, the selection of OP as a dependent variable is evaluated. This systematic review followed the integrated and systemic review of literature combining Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and bibliometric analysis. The tools used for bibliometric analysis are Biblioshiny package from R software and VOSviewer software.FindingsOut of selected 127 empirical studies, none of the studies provide a comprehensive measuring framework. As a result, the current literature review provides an expanded list of OP indicators and a measurement framework with 10 different performance perspectives based on Business Process Measurement literature.Research limitations/implicationsPerformance is a complex concept that requires understanding its relationships and the impact of context and measures. Objective measures alone may not capture this, so research is needed to determine the best combinations of subjective and objective measures. This systematic literature review identifies gaps in existing literature on performance measurement indicators in management and provides an exhaustive list of 161 indicators. These indicators can be used by practitioners and researchers to choose appropriate ones based on their needs. Future research should focus on case studies to validate results and enhance performance measurement systems in SHRM research.Practical implicationsThe study emphasizes the importance of examining the multidimensionality of OP, which is linked to stakeholders affected by performance measures, the assessment environment, and the time frame when gauging performance.Originality/valueThis review analyzed the intellectual structure of SHRM and OP research field and identified various research fronts. This study added to the literature a measurement framework with 10 perspectives in which 161 performance indicators were categorized.

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Exploring the Adoption Phenomenon of Artificial Intelligence by Doctoral Students Within Doctoral Education

Oliveira,

Murphy,

Vaughn

et al. 2024

New Horizons in Adult Education and Human Resource Development

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The adoption of artificial intelligence (AI) in academia is an emerging field of interest. However, there is scant literature that explores the phenomenon of AI adoption by graduate students in doctoral education. This study employs collaborative autoethnography to explore and better understand the nuances of how doctoral students experience AI technologies within academic pursuits. A critical analysis of data revealed that the collective researcher-participant experiences offered the primary overarching theme of adoption strategy, with four distinct subthemes: adoption fear, adoption resistance, adoption feasibility, and adoption ethics. The findings suggest a balanced approach to AI adoption depends on the development of comprehensive strategies that are informed by a deep understanding of both the technological capabilities and the human factors involved. We urge both doctoral students and educators involved in doctoral programs to think critically about these identified themes. For doctoral students, this analysis offers valuable insights into challenges associated with integrating AI technologies into formal learning environments, potentially enhancing a management strategy for their doctoral studies. Educators tasked with integrating and evaluating AI technologies for doctoral coursework may develop a deeper understanding of the challenges their students may encounter during the adoption process.

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Leveraging relational analytics in human resource research and practice

Cited by 3 publications

References 118 publications

The moderating role of social capital for late‐career management intervention effects on older employees' work engagement

The moderating role of social capital for late‐career management intervention effects on older employees' work engagement

Organizational performance as dependent variable in strategic human resource management literature – a journey so far

Exploring the Adoption Phenomenon of Artificial Intelligence by Doctoral Students Within Doctoral Education

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