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Human resources analytics (HRA) can potentially create value and provide a competitive advantage; however, whether and how HRA creates this value has been sparsely explored in scholarly literature. Hence, the purpose of this study is to provide a process-oriented framework for value creation from HRA use by exploring the underlying mechanisms, complementary resources and outcomes.

The study used a qualitative research design as the research question was exploratory. A total of 26 in-depth expert interviews with different organizations were conducted. These interviews were transcribed and coded for emerging themes, which were placed in a temporal sequence of occurrence to derive a process understanding of value creation from HRA. Additionally, validation tests were conducted.

The thematic analysis using NVivo provided qualitative evidence of the value-creating potential of HRA. Further, it unraveled the process of value creation from HRA in the form of problem construction, insight generation, the buy-in of stakeholders and solution implementation. This process resulted in various human resource management (HRM) and organizational outcomes. The analysis also highlighted the significance of three complementary resources, namely data quality, analytical competency and business knowledge.

This study offers guidance for HR executives and business managers to assess the conditions under which HRA can add business value to organizations.

The paper is novel as this is among the first studies to provide evidence of value creation from HRA and identify the underlying mechanism, which has been highlighted as a gap in the literature. Based on resource-based theory and its complementarities perspective, the study makes a valuable contribution to the nascent HRA literature.

Based on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.

Hypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.

The findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.

The findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

The purpose of this paper is to investigate the mediating effect of job embeddedness on the relationship between work-life balance practices (WLBP), which include accessibility (AWLBP), current utilisation (CWLBP) and perceived future use (FWLBP) of these practices, as well as employees’ intentions to stay (ITS). This research is based on conservation of resources theory.

This study uses a survey method and a structured questionnaire to collect data from people working in diverse industries. A regression analysis is used to measure the direct effects of the hypothesised relationships. The Sobel test and Baron and Kenny mediation analysis were used to measure the indirect effects of the hypothesised relationship.

AWLBP, CWLBP and FWLBP are found to foster job embeddedness and turnover intention. Job embeddedness fully mediates the relationship between AWLBP, CWLBP, FWLBP and ITS.

Human resources (HR) managers should introduce WLBP to create a web of contextual and perceptual forces that embed employees in the organisation and encourage them to stay. Factors that affect employee attraction and retention change with time, career and life stage; therefore, it is important to assess the future needs of employees to augment retention. HR managers should proactively attempt to enhance embeddedness by offering customised WLBP and by dealing with the signs of low embeddedness before it results in voluntary turnover.

This study attempts to integrate two streams of research (job embeddedness and WLBP), which, despite being similar in focus, have developed independently of each other. This is one of the first studies to incorporate access to, utilisation and perceived future use of these practices in a single study. It also adds to the literature by investigating antecedents of job embeddedness and analysing it as a mediator between WLBP and ITS, which has been highlighted as a gap in the literature.