Table of Contents

1 INTRODUCTION
1.1. Definition of HRM
1.2. Growth of HR Analytics in Higher Education Institutions:
1.3. Rationale for the Research:
2 LITERATURE REVIEW
2.1. Evolution and definition of HR theories
2.2. Gaps in existing literature
2.3. Research Questions and Objectives
2.4. The Concept Map
2.5. Definitions of HR Analytics
2.6. Research Hypothesis
3 RESEARCH METHODLOGY
3.1. Research Methodology
3.2. Research Design
3.3. Sampling procedure
3.4. Significance of the study
3.5. Limitation of the study
3.6. Stages in Research Process
4 Chapterization flow
BIBLIOGRAPHY
Introduction:

1.1 Definition of HRM:

Humanresourcemanagement(HRM)focusesonemployeemanagementandprocesses
anditrefersto“allthoseactivitiesassociatedwiththemanagementofworkandpeople
inorganizations”(Boxall&Purcell(2011:1).Ittakesintoaccountboththeindividual
andcollectiveaspectsofpeoplemanagementanditisaninevitablepartofstartingand
growingorganisations(Boxall&Burcell,2008)

The current trend in Human Resource management has changed very sharply in the modern age
and the old traditional functions of HRM has drastically changed into an effective tool to a
decision centric functional model. Many functions of HRM has changed and became an integral
management tool for decision making in organization context.The role of HRM has changed
over time from the administrator of legal and mandatory human resource practices to more of a
supporter of value creation and business strategy (e.g. Ulrich & Dulebohn, 2015; Buller &
McEvoy, 2012).

ThegrowthofHRMhasgrewalmosthandinhandwiththe
scientificprogress.Data,itsstowage,dispensationandutilisationhaveplayedanessential
roleduringHRM’sploddingevolutionfromthebasicdirectorialdutiestomore recentlysupportthedata-
drivendecision-making,andassociatedwithitsstrategicroleof
HRincontemporaryorganizations.However,throughoutpastdecadesbothacademics
andpractitionershavebeenconcernedandoftenscepticalaboutthespeedandultimate
successofHRinthisevolution.Recently,thereisagrowingbeliefthatHRanalytics offer a possible
solution to ensure and improve the data-driven HRM and, at last, to help
HRMachieveitsstrategicpotential.Inturn,thisthesisexaminestheHRprofessionals’
perceptionsofHRanalyticsanditsimplementationinmajorglobalonlinecommunities
inordertodeepentheunderstandingofHRanalyticsandthebroaderconceptofdata-driven HRM.
1.2 Growth of HR Analytics
HRanalyticshasbeenarisingtrendinHRMforthepastfewyearsandmanybelieve
thatitmaybetheanswertothechallengesHRisfacing.Throughdataanalytics,the
goalistotransformlargecomplexmassesofdataintoknowledgeand,inthisway,help thedecision-
makingprocessofHRMbyhelpingtomakemoreaccurateanddata-driven
decisionsandalsotomakeaforecastaboutthefuture,notjustdescribethepast
(Rasmussen&Ulrich,2015).Basicreporting,benchmarkingandscorecardshave
graduallymaderoomformorecomplexanalyticsandnowpredictiveanalyticshasled
tothepossibilityofprescriptiveanalytics.Thus,thefocusofdecision-makingcould
movefromthepasttopredictingthefutureand,therefore,alsothemeasuringinHRM could start to be
more proactive rather than reactive.

DespiteofthebigpromiseofHRanalytics,itsrealvalueandadvantagecontinuestobe
aquestionmark,andrelativelylittlepublishedresearchexistsabouttheissue.Arecent
Deloittereportstatedthatathirdofthecompanies’statethatHRanalyticsisunder
activedevelopment,butonlyeightpercentofthemclaimtohavestronganalytics
capabilities(Deloitte,2015).Inaddition,theyshowlittlesignofimprovement
comparedtothepreviousyear,indicatingtherebythattheexpectationofHRanalytics may not have yet
evolved into reality.
The study from Bourdreau &Ramstad, suggested that the transformational role of the various
departments of the organization and more specifically about the HR function as a value creator.
The role involved managing people to Talentship through modern application of HR data into an
effective way.

Professional Practice -----Sales-----------HR-----------Accounting

Decision Science---------Marketing……Talentship……Finance

1.3 Rational of the research:

Many Higher education institutes have embarked on an agenda of becoming world
class institutions. There is a further need to identify and measure the influence of
some key drivers for becoming a world class institution.
This research proposes to study some Indian higher education institutions have
adopted the key changes into their HR department for managing talent in terms of
Human Capital that have varying degree of quest to becoming successful in adopting
and implementing HR Analytics to manage the same. This will lead to a better
understanding the human capital management in the Indian context and the impact
of HR Analytics on the same.
The key area of research will be on Indian Higher education institutes and the select
aspect of research will be on specific “HR Analytics that impact the Human Capital
Management”
2.1 Review of Literature

In this chapter, the focus is on the concept of HR analytics. At first, the evolution of HR
analytics and its connection to the data-driven HRM is described. After that, the focus is
directed on the different levels and processes of HR analytics, which is followed by a
description of how HR analytics is currently utilised in HRM. Then, the HR analytic
departments and the people who work with HR analytics are defined and described in more
detail and finally this section is ended with the possibilities and challenges concerning HR
analytics.

2.1.1. The evolution and definition of HR analytics

Jac Fitz-enz first introduced the idea that HR activities and their impact should be measured
in 1978 (Bassi, 2011). Although this received very contradictory reception at first, now
decades later it can be observed that the measurement tools and processes of HRM have gone
through a significant evolution over time as already disclosed in more detail in the previous
chapter. During the past decade this evolution has accelerated even further with the help of
technological developments. The rapid development of various software programs has
opened up new possibilities for combining the increasing amount of data from multiple
sources and analysing it more efficiently than before. The overall roots of the wider business
analytics can be seen to be in the DSS tools. These tools emerged gradually in the 1960s and
1970s, which were followed by the decision support applications like executive information
systems (EIS) and online analytical processing (OLAP) (Watson, 2011). In the 1980s and
1990s, came the data warehousing (DW) and business intelligence (BI) tools (Watson, 2011)
and nowadays the word “analytics” is often used as a hypernym for all these previous tools
(Watson, 2011).

When focusing more on the actual HR analytics,it can be defined as a communication tool
that combines data from different sources to describe the current situation and to predict the
future (Fitz-enz, 2010).

Still, multiple definitions for the term can be found varying from the HR metrics and
reporting to more complicated predictive modelling (Bassi, 2011). Bassi (2011) notes that
maybe HR analytics should be seen to include these different aspects instead of limiting it to
a narrower definition. According to her as well as many other researchers, the HR analytics is
an evidence-based approach to better decision-making, which utilises different methods.
However, it should be noted in this context that Bassi (2011) referred more to the fact-based
decision-making i.e. data-driven approach instead of the scientific approach already described
in the previous chapter.

According to Fitz-enz (2010: 4), “analytics is a mental framework, a logical progression first
and a set of statistical tools second”. By this he means that in the centre of analytics is the
way people see the world and try to make sense of it and the tools are a way to make this
happen in practice. It begins with the understanding of the issue at hand and after that
statistics are used if necessary, to understand and uncover the hidden value from the masses
of data (Fitz-enz & Mattox, 2014). The most crucial thing then according to Levenson (2013)
is not just to collect data, but also to know what to do with it. In this way, the value of HR
analytics comes from the knowledge of things that matter, and what matters is context bound
according to Fitz-end (2010). It can be seen to depend on the situation, organisation and its
business goals so in this way its focus is on business, not just HRM. In practice, the
utilisation of analytical tools often begins with the tools and data instead of the desirable
business outcomes (Rasmussen & Ulrich, 2015). Therefore, instead of just adopting new
methods, adopting a new kind of attitude and aspect for HRM is also needed in order to
change and develop their role in organisations. This aspect supports the views, which Ulrich
and Dulebohn (2015) and Boudreau and Ramstad (2007) described already in the previous
chapters when talking about the overall developing role of SHRM. The reason why HR
analytics is still typically often applied for example to study turnover or attrition is because
this kind of data is often easily available in the HR database and is relatively easily analysed
(Fitz-end & Mattox, 2014).

All in all, in the academic literature HR analytics is described to be still in its infancy and
rarely utilises external data in HRM decisions (e.g. Pape, 2016). Gale (2015) complemented
this by stating that the analytics that are used are usually visualisation tools, which help to
organise the data instead of supporting future decision-making. Ultimately, the empirical
research on the HR analytics is still very limited and more research is still needed (Heuvel &
Bondarouk, 2016).
2.2 Research Gap

The major gaps arising from the Literature review are:

• Many studies emanate from Developed countries like Europe or American context
However, there has been inadequate research on HR Analytics and its measures in the
context of Indian higher education institutes.

• No parameter (Index) has been developed to establish the role of HR Analytics into
current HR trend for practicing in Indian HEI Context. Especially into Universities or
standalone affiliated colleges.

• HR Functions specially data driven mechanism that impact the overall function of
IndianHEI has also not been researched adequately.

• HR Analytics and Organizational growth have not been studied together in the Indian
context.

• The role of HR Analytics in the journey of Indian HEI needs to be further explored.

• The importance of data driven analytics decision adequacy in the journey of Indian
HEI needs to be studied further.

2.3 Research Questions and Objectives framework

1. What Are the specific measures to determine the degree of HR Analytics role in
organizational growth in terms of processes and employees’ benefit?
2. Are there any specific factors responsible for adaptation of HR analytics in the current
HR practices related to day to day operations at Higher Education Institutions?
3. What are the challenges faced by the organizations (HEI) to develop and implement
the modern tools (HRA) in their current HR Functions and how it helps in the
function management?
4. What is the impact of the HR Analytics on the organizational development and
specifically on Human Capital?
5. How it helps in employability and learning skills of the human capital at HEI and
 overall satisfaction among the stakeholders.

2.4 Research Objectives

1. To understand the role of HR Analytics on Organization growth in respect to Process

Management and employee satisfaction.

2. To find out the role of HR Analytics on HR Function Management in day to day

operation in relation with organizational objective fulfilment.

3. To find out the impact of HR analytics on HR service delivery mechanism post

adaptation of HR Analytics.

4. To understand the impact of HR Analytics on Core HR Services and organizational

overall environment.

5. To find out the professional satisfaction and learning environment w.r.t faculties in
the Higher education Institution.

6. To find out the impact of HR Analytics on employability skills and learning

development among the faculties in HEI

2.5 The concept Map

Independent Variables Confounding Variables-

Government Policy and
Regulations

Attitude and
Behaviour-
towarsds HR
Services

Dependent Variables
Competiveness
of the human Growth in Human
capital Capital
satisfaction,
learning and
Organizational Leadership development
resources- attitude
Avalibility of towards HR
Resources Analytics
  Attitude and Behaviour associated with Employees adaptation to new practices w.r.t
HR Function.
 Competitiveness is associated with compatibility of the human capital to adapt the
new changes.
 Organizational resources is associated with capability and providing the resources to
the organization.
 Leadership is associated with the proactiveness with the function management.

2.6 Research Hypothesis

The following alternate Hypotheses were developed for Research Objectives, to test the
association between HR Analytics and organization human capital growth.

 H00:There is no positive association between organization’s process management and

employee satisfaction
 H11:There is a positive association between organization’s process management and
employee satisfaction.
 H02: There is no impact of HR analytics on operational functions of the organization
on day to day basis.
 H22: There is an impact of HR analytics on operational functions of the organization
on day to day basis.
 H03: There is no positive association between HR Service delivery mechanism post
adaptation of HR analytics
 H33: There is a positive association between HR Service delivery mechanism post
adaptation of HR analytics.
 H04: HR core services are not very positively related to HR analytics delivery for
effective delivery.
 H44: HR core services are positively related to HR analytics delivery for effective
delivery.
 H05: There are some core factors responsible for the effective HR practices and
impact managing Human capital in terms of satisfaction, growth and learning
development.
 H55: There are some core factors responsible for the effective HR practices and
impact managing Human capital in terms of satisfaction, growth and learning
development.

3. RESEARCH METHODLOGY

3.1 Research Methodology

Mixed methods research (Johnson et al., 2007: 123) was used combining elements of
Qualitative and Quantitative Research Approaches for greater breadth and depth of
understanding. This enabled to the researcher to utilize statistical analysis as well as
making subjective assessments. Exploratory and Descriptive research design was adopted
and information was collected using structured questionnaires. Adequate analysis of the
questionnaires data was conducted using appropriate quantitative techniques.
● Quantitative Structured questionnaire was administered face to face
● Depth interviews with HOD/HR Heads/Directors were conducted to understand the
specific challenges and achievements in their post HR Analytics phase.
● Secondary Data collection of the published resources like Magazines, Newspaper,
websites for details of Institutions.

3.2 Research Design

The Qualitative approach involved a series of semi-structured interviews targeted at

HOD/HR Heads/Directors levels across different institutions involved in the study.
The interviews were structured using many close ended questions on HR Factors and
their impact on Human Capital.

The Quantitative Design methodology involved the creation of an appropriate

Questionnaire designed to elicit HR/HOD/DIRECTORS responses on Organizational
factors. The Scale used in the questionnaire was a 5-point Likert scale. Some other
questions were designed based on Qualitative Insights gathered during the in-depth
interviews.

The proposed study methodology was appropriate to fulfil the Research objectives.
The multi-instrument approach provided the tools to understand the responses in a
more holistic and complete manner.

3.3 Sampling Procedure

A statistical approach has been considered for the sample selection. Sample selection
is one of the most important part of any research work. And the outcome of the study
is largely dependent on the sample designing and collection technique.

Sample are nothing but the subset of the population, hence the universe selection and
identify the right mix of subset is important.

Universe of the study: The higher education institutions (HEI) are the universe of the
study.

Sample Subset: Stakeholders for Human Capital Management at HEI like, HR

Managers, Director/Principal and Faculties.

Sampling Technique: Qualitative- Non-Probability sampling - Purposive

Sampling Technique- This technique is very useful while doing such studies, the
 very basic purpose of applying this technique is to select the right target for fulfilling
the objectives of the study.

Quantitative – Probability- Random sampling technique: RST will also be utilized

in this study after carefully selection of the right institutions from Purposive
Purposive sampling
Research Sampling
technique for getting unbiased results.Technique Sampling-
Design/Mix Method
Institutions/HEI

Qualitative Quantitative Random Sampling

with replacement
(RSWR) for sample
FGD unit
Survey

Qualitative Survey: Focus Group Discussion (FGD) needs to be conducted at a

primary phase to collect opinion as well as first hand insight from the various stake
holders (HOD/DIRECTORS/HR HEADS) and selected groups of faculties. This will
form the basis of Structured questionnaire for quantitative survey.

Quantitative Survey: This would be helpful to cover the larger sample unit in
structure form and help to collect the quantitative data for wider coverage. Randomly
selected sample unit will be analysed through statistical procedure.

Sample Size for Quantitative survey:

N = population size • e = Margin of error (percentage in decimal form) • z = z-score

P = Population selected

3.4 Significance of the study:

This study will be exploratory in nature and brings first-hand information about the
usage and impact of HR Analytics in the Higher education institutions. Since the
Human capital are the prime driver of any institutions and helps in brand
establishment as well as the key parameters to strengthen on the basis of the study
 outcome. Since there is no major study has been done in the Indian Context and HR
analytics is a new tool for the HR departments in HEI. It will help to understand the
HR perspective on Function management, Core service delivery mechanism as well as
day to day operation process management and its direct impact on the Human capital
management.

3.5 Limitation of the study:

The major limitation of the study: -

 Since the study only limited few cities of State of Maharashtra, the time and
budget constraint are the major limitation for covering Pan India level
institutions.

 Longitudinal study could be effective covering wider ranges of Institution to

understand the major changes over the period, that could be also a major
limitation for the study as well its throw an opportunity to other researchers to
cover these areas in future.

3.6 Stages followed in the research process:

Stages in Empirical research

Adopted from Flynn,et al (1990)
Theory Building constructs
development

Theoretical foundation

Survey, followed by
multiple case studies (based
on requirements for
validation)
Research Methods

Primary data collection

(Interview, questionnaire,
survey, schedule) &
Secondary (Desktop
Data Collection
research)

Selection of respondents,
scale development,
Questionnaire development,
Implementation Pilot Study and
Questionnaire
administration
 Data Analysis- Content Analysis

Findings and Research –Contribution to theory and empirical

Knowledge
4. Chapterization Flow

This chapter will introduce the concept of

HR Analytics, Various introductions and
Chapter -1 small case studies to understand the
Introduction implication of HRA in Industry as well as
Academics

This chapter will be focus on the

Chapter - literature available on the HR Analytics
2Literature and HR Function management in relation
Review to Human Capital Management.

This chapter will be focussing the

Chapter - research methods adopted for the study
3Research related to research design, survey
Methodology techniques and sampling techniques.

This chapter will be focussing conceptual

Chapter -4 framework in relation with the various
Conceptual function of HR Management to
Framework understand the real challenges and
opportunity to highlight.

Chapter -5 This chapter will be focussing on the

Elaboration of various theories and its relationship with
theories human capital management.
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