Table 1

Categories and subcategories in analysis

Examples
Dimensions of HRA-as-practice
HRA practices
data usageinternal HR- and other business data (e.g. Jacobus, 2015)
external market and industry data (e.g. Hamilton and Sodeman, 2020)
data management and governance (e.g. Andersen, 2017; Jacobus, 2015; Hamilton and Sodeman, 2020)
constructing metrics and indicators (e.g. Brown, 2020; Buttner and Tullar, 2018)
data analysisdescriptive (e.g. Jones and Sturtevant, 2016)
predictive (e.g. Brand and Herzberg, 2020)
prescriptive (e.g. Rasmussen and Ulrich, 2015)
autonomous (e.g. Gal et al., 2020)
data-based insightsvisualisation (e.g. Andersen, 2017)
storytelling (e.g. Welbourne, 2015)
communication of results (e.g. Lipkin, 2015)
decision supportevidence-based (e.g. Hirsch et al., 2015)
user tailored (e.g. DiClaudio, 2019)
action oriented (e.g. Jörden et al., 2022)
strategy driven (e.g. Minbaeva, 2018)
HRA practitioners
HRA producersHR professionals (e.g. Boudreau and Cascio, 2017)
HR analysts (e.g. McCartey et al., 2020)
external IT and management consultants (e.g. Fredriksen, 2017)
academics (e.g. Simón and Ferreiro, 2018)
internal and external experts (e.g. Hamilton and Davison, 2022)
HRA usersHR professionals (e.g. Levenson, 2018)
top managers (e.g. Shet et al., 2021)
line managers (e.g. Nicolaescu et al., 2020)
business professionals (e.g. Barrette, 2015)
HRA praxis
HRA processesa set of sequential steps such as formulating question, collecting data, building models, analysing data, reporting results, evaluating actions (e.g. Garvin, 2013; Green, 2017; McIver et al., 2018; McCartney et al., 2020)
HRA mechanismscustomisation (e.g. Jörden et al., 2022)
alignment to decision makers' perceptions of business reality (e.g. Ellmer and Reichel, 2021)
building of relationships and networks (e.g. Collins, 2015)
establishment of HRA’s credibility and legitimacy (e.g. Hirsch et al., 2015)
exercise of strategic commitment (e.g. Belizón and Kieran, 2022)
demonstration of ethical and legal compliance (e.g. Hamilton and Davison, 2022)
encouragement of employee involvement (e.g. Lipkin, 2015)
Topics in nomological network of HRA-as-practice
Technology
general technologyautomation (e.g. Van den Heuvel and Bondarouk, 2017)
computerisation (e.g. Murphy, 2016)
cloud technology (e.g. Feinzig, 2015)
social media (e.g. Leonardi and Contractor, 2018)
big data (e.g. Wang and Cotton, 2018)
robotics (e.g. Jones, 2015)
artificial intelligence (e.g. Hamilton and Davison, 2022)
algorithms (e.g. Gal et al., 2020)
facial recognition (e.g. Hamilton and Sodeman, 2020)
Internet of Things, biometric technology, sensors and wearables (e.g. Holwerda, 2021)
HRA toolsHR- and other organisational IS (e.g. Dahlbom et al., 2020; McCartney et al., 2020) statistical soft: Excel, SPSS, R, Stata, Python (e.g. King, 2016; Ryan, 2021)
reporting and visualisation tools (e.g. Buttner and Tullar, 2018; Welbourne, 2014)
HRA techniquesbenchmarking (e.g. Jones, 2015)
data mining (e.g. Rombaut and Guerry, 2018)
sentiment analyses (e.g. Gelbard et al., 2018)
machine learning (e.g. Yuan et al., 2021)
mathematical modelling (e.g. Pessach et al., 2020)
Outcomes
business benefitsimproved business decisions (e.g. Lunsford and Philips, 2018)
improved firm performance (e.g. Larsson and Edwards, 2022)
revenue and ROI (e.g. Holwerda (2021)
time and cost savings (e.g. Hickman et al., 2021)
effectiveness (e.g. Levenson, 2018)
efficiency (e.g. Zuo and Zhao, 2021)
competitive advantage (e.g. DiClaudio, 2019)
increased productivity (e.g. Lal, 2015)
reduced uncertainty (e.g. Frederiksen, 2017)
facilitation of strategic change (e.g. Hamilton and Sodeman, 2020)
effective strategy execution (e.g. Levenson, 2018)
HR-related outcomesImproved HR decisions (e.g. Boudreau and Cascio, 2017)
HR impact and strategic influence (e.g. King, 2016) operational effectiveness of HR function (e.g. Walford-Wright and Scott-Jackson, 2018)
improved HR processes (e.g. Staney, 2014; Lam and Hawkes, 2017)
credibility and the professional legitimacy of HR (e.g. Belizón and Kieran, 2022)
increased individual job performance of HR professionals (e.g. Kryscynski et al., 2018)
accuracy, fairness and employee commitment (e.g. Sharma and Sharma, 2017)
just workplace (e.g. Hamilton and Davison, 2022)
effective HRM (e.g. Hamilton and Davison, 2022)
Hindrances and facilitators
individualanalytical and statistical skills (e.g. DiCaludio, 2019)
HR professional knowledge (e.g. Jones, 2014)
business acumen (e.g. Dahlbom et al., 2020)
communication skills (e.g. Welbourne, 2015)
relationships (e.g. Lam and Hawks, 2017)
managerial buy-in and trust (e.g. Lam and Hawkes, 2017)
employees' buy-in (e.g. Lipkin, 2015)
attitudes and mindsets (e.g. Rasmussen and Ulrich, 2015)
technologicaldata availability and quality (e.g. Dahlbom et al., 2020)
infrastructure and IT systems (e.g. Leonardi and Contractor, 2018)
organisationalorganisational structure (e.g. Angrave et al., 2016)
organisational culture (e.g. Ellmer and Reichel, 2021)
resource allocation (e.g. Simón and Ferreiro, 2018)
operational processes (e.g. Howes (2014)
leadership support (e.g. Hamilton and Sodeman, 2020)
environmentalprivacy (e.g. Gelbard et al., 2018)
ethical and legal concerns (e.g. Hamilton and Davison, 2022)
gap between academia and industry (e.g. Rombaut and Guerry, 2018)

Source(s): Authors' own creation

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