Human resources analytics: A legitimacy process

Abstract

Abstract Taking a grounded theory approach, this paper explores human resources (HR) Analytics legitimacy in three organisations over a period of 3 years. The research aims to investigate (i) how the HR Analytics legitimacy process presents and develops and (ii) what decisions, activities, and events can shape the legitimacy of HR Analytics in organisations. We draw on institutional theory and industry creation literatures to understand what constitutes HR Analytics legitimacy through a three‐dimensional perspective: cognitive, socio‐political, and technological. A process theory lens as an analytical tool allowed for the mapping of the institutional process in order to isolate key individual decisions, activities, and events over time. Three related, non‐linear sub‐processes of HR Analytics legitimation are identified, namely, HR Analytics as a strategic commitment, the HR data infrastructure decision, and the focus of HR Analytics projects in addition to a number of delaying, enabling, and accelerating elements that influence this process.

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