ADOPTION FACTORS IMPACTING HUMAN RESOURCE ANALYTICS AMONG HUMAN RESOURCE PROFESSIONALS IN KARACHI, PAKISTAN

Abstract

Modern society adopts Big Data as well as analytics throughout all its sectors. Organizations leverage extensive online information for predicting customer buying patterns and detecting market trends along with consumer demand recognition. The requirement for HR professionals to serve as strategic business partners has forced them to enhance their usage of measurement and analytics to produce better organizational decisions. Organizations which implemented Human Resource Analytics reported outstanding achievements based on their adoption of this model. The author seeks to examine HR professionals' reluctance to use HRA and the variables that affect its implementation. Past studies enabled researchers to develop a model which defined critical elements that affect adoption. Partial Least Squares Path Modeling validated the model through assessment tests. Responses from 250 HR professionals demonstrated that the adoption of HRA depended heavily on social influence together with tool availability as well as effort expectancy and performance expectancy and quantitative self-efficacy. Data availability along with fear appeals and general self-efficacy were revealed to have no meaningful impact on the studied topic. According to the study HR professionals cannot determine HRA adoption by themselves because organizational support becomes a critical factor in this process. Organizations that want to use analytics for managing their HR operations must supply employees with appropriate tools alongside data access together with sufficient assets and organization-wide support. The findings from this study help expand the existing knowledge about how people accept new technologies within the field of HR. This research provides essential guidance to academics and industry leaders about necessary changes which will promote further implementation of HRA systems in work environments.