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Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.

The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.

The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.

The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.

This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

This chapter addresses a lack of theory building in electronic-HRM (e-HRM) research and attempts to contribute with a (re-)conceptualisation of e-HRM as a nexus of practices and their material arrangements.

The work draws on theories from information systems research, science and technology studies, and sociology and organisation studies.

The (re-)conceptualisation indicates that future research should make further enquiries into the role of human agency and political processes in e-HRM.

As a methodological pathway a combination of ethnography and philosophical hermeneutics is proposed, enabling the achievement of a required pertinent sensibility in the study of social practices and human intentionality. Action research is also considered to be relevant for an engaged e-HRM scholarship.

The social implication of this research is the advancement of theories that emphasise the importance of human agency, morality and materiality in organisational processes.

The conceptualisation may thus facilitate research that reveal insights about involvement, reciprocity and power in e-HRM projects – knowledge that can direct the development of e-HRM project teams and thus facilitate strategic HRM.

This study explores the rationale behind the utilisation of human resource (HR) analytics in public sector organisations. The existing HR analytics literature exhibits limited empirical evidence and has predominantly focused on the business context of private firms. In addressing this gap, the study seeks to answer the following research question: What reasons for the adoption of HR analytics can be identified in public sector organisations?

The study employs a qualitative approach drawing on the empirical data collected from three public administrations in Sweden – national, regional and local. A total of 51 in-depth interviews are conducted with HR and other organisational practitioners engaged in HR analytics practices.

Drawing on the institutional legitimacy perspective, this paper suggests that public sector organisations adopt HR analytics to secure cognitive, socio-political and technological legitimacy, stemming from explanations rooted in economic rationality. This encompasses organisational and HR-related outcomes achieved through data management and analysis, driven by the personal interests of specific individuals.

This study contributes to ongoing debates about the adoption of HR analytics in diverse contextual settings. Future research is needed in other organisational contexts, including various national and international settings.

The results of this study offer practical insights for HR practitioners in public sector organisations seeking to adopt HR analytics to enhance organisational and HR legitimacy.

This study contributes to the HR analytics literature by providing empirical evidence from the public sector. Furthermore, it advocates for a synthesis of economic rationality with legitimacy gains and individual interests to elucidate the rationale behind the adoption of HR analytics.