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Human resources analytics: where do we go from here?

Article in Benchmarking An International Journal · March 2023

DOI: 10.1108/BIJ-06-2022-0401

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Human resources analytics: Human

resources
where do we go from here? analytics
Prakash Chandra Bahuguna
School of Business, University of Petroleum and Energy Studies, Dehradun, India
Rajeev Srivastava
IMS Unison University, Dehradun, India, and Received 22 June 2022
Saurabh Tiwari Revised 28 November 2022
16 February 2023
School of Business, University of Petroleum and Energy Studies, Dehradun, India Accepted 19 February 2023

Abstract
Purpose – Human resource analytics (HRA) has developed as a new business trend and challenge, stressing
the strategic relevance of human resource management (HRM) to senior management executives. HRA is a
process that uses statistical techniques, to link HR practices to organizational performance. The purpose of this
study is to carry out recent development in HRA, bibliometric analysis and content analysis to present a
comprehensive account of HRA to fill the gap in the evolution and status of its research.
Design/methodology/approach – The study is based on the recent advances in HRA in terms of it evolution
and advancement by analyzing and drawing conclusions 480 articles retrieved from the Web of Science (WoS)
database from 2003 to March 2022. The methodology is divided into four steps: data collection, analysis,
visualization and interpretation. The study performed a rigorous bibliometric assessment of HRA using the
bibliometric R-package and VOS viewer.
Findings – The findings based on the literature survey, and bibliometric analysis, reveal the path-breaking
articles, the prominent authors, most contributing institutions and countries that have contributed to the HRA
scholarship. The results show that the number of publications has significantly increased from 2015 onwards,
reaching a maximum of 101 journals in 2021. The USA, China, India, Canada and the United Kingdom were the
most productive countries in terms of the total number of publications. Human Resource Management Journal,
Human Resource Management, International Journal of Manpower, and Journal of Organizational
Effectiveness-People and Performance are the top four academic outlets in the field of HRA. Additionally,
the study identifies four clusters of HRA research and the knowledge gaps in HRA scholarship.
Research limitations/implications – The present study is based on the articles retrieved from the WoS.
The study underpins HRA research to understand the trends and presents a structured account. However, the
study is not free from limitations. It is recommended that future research could be undertaken by combining
WoS and Scopus databases to have a more detailed and comprehensive view. This study indicates that the field
is still in its infancy stage. Hence, there is a need for more arduous research on the topic to help develop a better
understanding of this field.
Originality/value – The findings of knowledge clusters will drive future researchers to augment the field.
The evolution of the four clusters and their subsequent development will fill the gaps in the literature.
This study enriches the HRA literature and the findings of this study may assist academicians, researchers and
managers in furthering their research in the identified research clusters
Keywords HRA, People analytics, Talent analytics, Organizational performance, HR decisions
Paper type Literature review

1. Introduction
A growing body of literature recognizes the importance of data-driven decision-making and
analytics significantly affecting the business world (Davenport and Dyche, 2013; Tan et al.,
2015; Tiwari and Raju, 2022). Investigating human resource analytics (henceforth HRA) is a
continuing concern within human resource management (now HRM) (Huselid, 2018; McIver
et al., 2018; Boudreau and Cascio, 2017; Levenson, 2018; Bahuguna et al., 2022; Yong et al.,
2019). The emergence of disruptive technologies such as artificial intelligence (AI) (Pillai and Benchmarking: An International
Journal
Sivathanu, 2020; Margherita, 2021), machine learning (ML), data mining and the internet of © Emerald Publishing Limited
1463-5771
things (IoT) has led to a proliferation of studies that takes HRM toward data-based decision DOI 10.1108/BIJ-06-2022-0401
BIJ science about human capital (Boudreau and Ramstad, 2005, 2007; Duan et al., 2019; Tambe
et al., 2019; Davenport, 2018; Brynjolfsson et al., 2011). However, data-based decision-making
has not yet substantially impacted HRM as it has already influenced other business functions
such as marketing and finance (Boudreau and Ramstad, 2005). There have been many issues,
e.g. relative lack of interest as compared to HRM (Ben-Gal, 2019; Marler and Boudreau, 2017),
less pace of adoption (Angrave et al., 2016), insufficient attention among management
researchers (Marler and Boudreau, 2017), with HRA post its first appearance in academic
literature during 2003–2004. Nevertheless, if the HR function could integrate and utilize
analytics in its decision-making, it may be a significant strategic partner in creating a
sustainable competitive advantage (Beatty, 2015; Ulrich and Dulebohn, 2015; Tiwari, 2015;
Tiwari et al., 2022a, 2022b). The global HR analytics market is expected to grow significantly
despite lower adoption, with a projected CAGR of 12.8% from 2019 to 2027 (Credence, 2019).
Existing research recognizes the critical role played by various authors (e.g. Ben-Gal, 2019;
Tursunbayeva et al., 2018; Marler and Boudreau, 2017) in shaping the field. The literature
search revealed six quality studies (Margherita, 2021; Coron, 2021; Melo and Machado, 2021;
Qamar and Samad, 2021; Ben-Gal, 2019; Tursunbayeva et al., 2018; Marler and Boudreau,
2017) published in the last five years. Although they have helped the field progress, but have
equally added complexity because of the different nature of their reviews. For example,
Margherita (2021), the most recent one, carried out a systematic literature review to delineate
the concept of HRA and identify and classify critical topics in HRA scholarship. The author
identified vital research topics in three major areas like enablers of HR analytics
(technological and organizational), applications (descriptive and diagnostic/prescriptive)
and value (employee value and organizational value). Coron (2021) focuses on the evolution of
HRM and its quantification in terms of data sources, methods and objectives. Melo and
Machado (2021) studied digital HRM transformation through analytics with the help of 44
articles from the Web of Science (WoS) and concluded that HRA is in a nascent stage yet to
mature and needs more attention from scholars. Qamar and Samad (2021) studied HRA with
bibliometric analysis with 125 articles gathered from the Scopus database identifying
research clusters and future research agendas. Ben-Gal (2019) focused on a return on
investment (ROI) based review (Tursunbayeva et al., 2018). took a different approach, i.e. a
quasi-systematic scoping review focusing on the evolution of PA (PA) and the value
propositions offered by vendors of PA tools. Marler and Boudreau (2017) carried out an
evidence-based review and focused on defining HR analytics, how and why it works, HRA
outcomes and moderating factors affecting it (Fernandez and Gallardo-Gallardo, 2021).
Despite the significant contributions made by these studies, the presence of knowledge
gaps inspired us to carry out this research work. So, first, most of these reviews are literature
reviews except for Qamar and Samad (2021). Since bibliometric analysis amplifies the rigor of
objective evaluation of scientific literature while carrying out a systematic literature review
(SLR) significantly prunes down researcher biases (Zupic and Cater, 2015) thus, objective
assessment is required.
The second reason for undertaking this study is the period of these studies. Most of these
studies range from nine to 20 years. For example, 2010–20, Margherita (2021), 2000–2020,
Coron (2021), 2010–2020, Melo and Machado (2021), 2008–2019, Qamar and Samad (2021),
2000–2016, Ben-Gal (2019), 2002–2017, Tursunbayeva et al. (2018), 2003–2011, Marler and
Boudreau (2017). However, as mentioned earlier, only one bibliometric analysis-based study
exists, covering only 11 years (2008–2019).
Owing to different periods, the chosen number of papers reviewed also varies from a
minimum of 44 papers to a maximum of 125 papers, although the extant literature
suggests 480 articles in the WoS database with the keywords’ HR analytics’ from 2003
to 2022.
 It is, therefore, necessary to undertake a comprehensive literature review of the HRA by Human
providing an analysis and synthesis of publication trends. In addition, a study is required to resources
find out a yearly growth pattern of publication, the network between various keywords,
authors, countries, journals and citations to understand the evolution of HRA, its boundaries,
analytics
and the identification of research clusters for setting up a future research agenda. Thus, a
comprehensive review using an exhaustive WoS database that does not compromise on
either quality or quantity and has the highest credibility is due.
The present paper gives an account of HRA to fill the gap in the evolution and status of its
research. Therefore, the research questions (RQ) that underpin this study are as follows:
RQ1. What are the publication trends in the HRA over the past 19 years in terms of
authors, journals, citations, affiliations and country perspective?
RQ2. What are the significant clusters defining knowledge areas and boundaries in HRA
research?
RQ3. What is the HRA literature structure in terms of conceptual, intellectual and social
structure?
RQ4. What are the gaps and research paths ahead?
To answer the RQs mentioned above, an objective, rigorous and biased free review of the
extant literature is needed. Thus, this investigation takes the form of rigorous bibliometric
analysis (Fahimnia et al., 2015; Xu et al., 2018). In recent years bibliometric analysis has
emerged as a robust tool for summarizing and synthesizing the knowledge available on any
research topic (Bhatt et al., 2020; Racherla and Hu, 2010). This work will provide new insight
into publishing trends, knowledge clusters, literature structure and future avenues for HRA
research by organizing fragmented literature that lacks well-defined boundaries.
The standard bibliometric review process is used to respond to RQ 1. Then, a co-citation
analysis technique is used to respond to RQ 2 to identify knowledge clusters in the HRA
literature (Koseoglu et al., 2019; Shin and Perdue, 2019). A total of four clusters emerged from
the study. Next, to identify the structure of the HRA literature by keywords clusters, the
co-word Analysis is used, which characterizes the themes by properties (density and
centrality). Finally, it responds to RQ 3, and then future research avenues are resolved by
analyzing the discourse as needed for RQ 4.
The remaining part of the paper proceeds as follows: Section 2 presents a literature review
on the HRA and the background of the study. Section 3 talks about the research methodology,
and Section 4 presents the findings and results that discuss descriptive analysis, sources and
details of contributors, and network analysis. Section 5 presents a discussion, followed by
future research direction in section 6 and the last section presents the limitation of the study.

2. Review of literature
From the time of Taylor to the current era of digitization, the competitive landscape has
changed drastically. Robotics, automation, AI, ML and big data are the characteristic features
of the present-day business environment creating multiple challenges for organizations
(Whysall et al., 2019; Rahman et al., 2020). In Industry 4.0, competitiveness is possible only
(Tiwari, 2020) when the organizations have committed and engaged human capital (Luna-
Arocas and Lara, 2020; Malik, 2019; Crane and Hartwell, 2019; Whysall et al., 2019; Tiwari,
2022). This growing importance of human resources has put people at the top of the list to
create a sustainable competitive advantage. Literature has long documented the need for
effective talent management (e.g. Collings and Mellahi, 2009; Ashton and Morton, 2005;
Michaels et al., 2001; Kumari and Bahuguna, 2012a, b) or strategic management of human
resources (e.g. Huselid and Becker, 2011; Becker et al., 2009; Lepak and Snell, 1999;
BIJ Wright and Snell, 1998; Barney, 1991) to gain a competitive advantage over competitors.
Although research in strategic HRM is now almost three decades old, it could not make much
progress toward becoming a strategic partner (Ulrich, 2016; Lawler and Mohrman, 2003).
The literature cites many reasons (e.g. mindset, choices of HR practices and strategies), but
the most significant one is HR’s inability to convince the CEOs about HR’s role in firm
performance (Tiwari and Tripathi, 2012; Tiwari et al., 2011; Dubey et al., 2012) and the exact
reason for this is its inability to be analytic or data-driven (Becker et al., 2001a, b). Boudreau
and Ramstad (2005, 2007), Pfeffer and Sutton (2006), Rasmussen and Ulrich (2015), Ulrich
(2016) and Marler and Boudreau (2017) emphasize the need for the adoption of analytics to
guide data-driven HR decisions. Concern for HR metrics and people analytics is not a new
phenomenon (Coron, 2021; Carlson and Kavanagh, 2011; Marler and Boudreau, 2017;
McCartney et al., 2020; Green, 2017; Peeters et al., 2020). According to Carlson and Kavanagh
(2011), HRA traces its roots to the works of Taylor (1911) and Munsterberg (1913). However,
in the contemporary world, the development of the field can be attributed to the pioneering
work of Fitz-enz (1984), as cited by (Carlson and Kavanagh, 2011; Marler and Boudreau, 2017),
Based on which we infer that HR analytics is a relatively new field of study in the larger
sphere of CEO HRM. Some of the early and significant works that helped the field to grow are
the balance scorecard (Kaplan and Norton, 1992), high-performance work system (Huselid,
1995), HR scorecard (Becker et al., 2001a, b; Beatty et al., 2003) and Fitz-enz and Davison
(2002). In addition, some of the recent works that have contributed significantly to the
scholarship of HRA are the works of Marler and Boudreau (2017), Vargas et al. (2018), Ben-Gal
(2019), Sim
o n and Ferreiro (2018) and Davenport (2019). In their review, Marler and Boudreau
(2017) mention that HRA is an HR practice enabled by information technology. However, the
in-depth review of the literature reveals that the HR function’s formal automation started
during the eighties, which resulted in the development and adoption of human resource
information systems (HRIS) through the nineties (Van den Heuvel and Bondarouk, 2017).
Furthermore, during the post internet explosion, during and through the late nineties, a new
concept, electronic HRM (e HRM), emerged as a new way of managing traditional HR
functions (e.g. hiring, performance management). Moreover, today, with new technological
advancements such as AI, ML and big data (Singh et al., 2022), the scope and boundaries of
HR applications have broadened from just being administrative to being strategic partners
(Van den Heuvel and Bondarouk, 2017). Now, yesteryear e HRM or digital HR has acquired
a new terminology (Almazmomi et al., 2022), HR analytics, workforce analytics, or people
analytics.

2.1 HR analytics
In the pursuit of measuring the performance and impact of HRM on organizational
performance (as posited by Kaplan and Norton, 1992; Becker et al., 2001a, b; Fitz-enz and
Davison, 2002; Lawler et al., 2004), several studies (e.g. Harris et al., 2011; Mondore et al., 2011;
Aral et al., 2012; Giuffrida, 2014; Pape, 2016; Angrave et al., 2016) have been undertaken both
at conceptual and empirical levels. Some of the most studied topics in HR analytics are
employee attrition (e.g. Chang et al., 2018), recruitment and selection (e.g. McIver et al., 2018;
Caron and Batistic, 2019), performance appraisal (e.g. Sharma and Sharma, 2017) and training
and development (Paleti Narendar and Mishra, 2021). While with each year, we see
overflowing growth in the studies, there is still no consensus among the researchers (see
Table 1 below) about its constructs and outcomes (Falletta and Combs, 2020; Rasmussen and
Ulrich, 2015).
The first point of difference is with the nomenclature itself. HR analytics is known by various
names, such as workforce analytics, talent analytics, human capital analytics and people
analytics (Ben-Gal, 2019; Larsson and Edwards, 2022; Greasley and Thomas, 2020).
S.
Human
No Author(s) Year Definition/keywords/constructs are underlined resources
analytics
1 Lawler et al 2004 HRA is a process that uses statistical techniques, linking HR
practices to organizational performance
2 Davenport and 2007 HRA is a data-based approach to people management, using
Harris statistical and quantitative analyses and explanatory and
predictive models
3 Davenport et al. 2010a, 2010b Talent analytics is a process that starts with historical facts and
ends with various kinds of decisions, such as analytical HR,
human-capital investment analysis, workforce forecasts, the
talent value model and the talent supply chain
4 Fitz-enz 2010 HRA is a logical analysis that uses objective business data as a
basis for reasoning, discussion, or calculation
5 Bassi et al. 2012 HRA is the application of a methodology and integrated process
for improving the quality of people-related decisions for
improving individual and/or organizational performance
6 Boudreau and 2011 Evidence-based HR driving strategic impact based on logic-
Jesuthasan driven analytics, segmentation, risk leverage, synergy and
integration and optimization
7 Aral et al. 2012 A way to measure and monitor individual performance
8 Pape 2016 Decisions based on analyses of relevant HR data
9 Marler and 2017 An HR practice enabled by information technology that uses
Boudreau descriptive, visual and statistical analyses of data related to HR
processes, human capital, organizational performance and
external economic benchmarks to establish business impact and Table 1.
to enable data-driven decision-making HR analytics
Source(s): Author’s own compilation definitions

Consequently, we can see differences in conceptualizations. There is no universally accepted and

agreed definition of HR analytics. For example, Lawler et al. (2004) define HRA as a statistical
technique-based decision-making process. According to Boudreau and Ramstad (2004), “HR
Analytics includes statistics and research design that requires identification and articulation of
appropriate questions, collecting relevant data (both from and outside the HR function), selection
of appropriate standards, and enhancing the analytical competencies of HR.”
Aral et al. (2012) view HR analytics to measure and monitor individual performance.
As per Falletta (2014), HR Analytics is a cluster of 18 HR practices and surveys. Similarly,
Harris et al. (2011) posit that HR analytics consists of six analytical processes to analyze HR
data, whereas Bassi (2011) and Pape (2016) argue that HR analytics is an evidence-based or
data-based decision-making approach that uses a battery of tools and technologies. While
reviewing the literature on HR analytics, Marler and Boudreau (2017) suggest; that HR
analytics is an information technology-enabled data (quantitative and qualitative) driven
decision-making approach.
It is evident from the definitions that there is no agreement on the definition of HR analytics.
It is unclear whether it is a process or a bundle of HR practices. Should it be used to measure
individual performance? If it is a way to measure individual performance, it should be part of
the benchmarking management process. It should be part of strategic and HRM if it measures
organizational performance. If it is a bundle of tools and techniques, then it is simply a tool in the
hands of HR professionals and business leaders that enable them to make rational decisions.
When we go with Davenport et al. (2010a, b), who define analytics as the combination of
analysis, data and systematic deduction to make decisions, HRA can be defined as a systematic
analysis of data and logical deduction in people-related decision-making. However, despite
BIJ disagreement, the common theme amongst the studies (e.g. Marler and Boudreau, 2017; Ulrich and
Dulebohn, 2015; Fitz-Enz and John Mattox, 2014; Smeyers and Delmotte, 2013; Aral et al., 2012;
Bassi, 2011; Levenson, 2005; Lawler et al., 2004), is the usage of statistical tools, measures,
procedures and information technology, to support people-related decisions. Therefore, HRA
usually has the following characteristics: It is a practice/process that uses statistical analyses of
HR/individual and organizational performance to enable evidence-based decision-making.
Furthermore, drawing from the literature evidence, HRA may be viewed as an integrative
approach that makes use of HRIS, HR Metrics, organizational data, big data and statistical
techniques and algorithms to capture data, develop patterns and take evidence-based human
resource-related decisions (e.g. employee turnover, human resource planning, hiring, etc.).
In addition to differences in conceptualizations, the difference is also evident regarding the
objectives of HRA. The objectives vary from successful business strategy execution, helping
organizations achieve their objectives, and providing insights to business leaders to macro-
level workforce forecasting (Ben-Gal, 2019).
Similarly, we can see the differences in data sources and data analysis methods
(Coron, 2021). For example, Levenson (2005), in his seminal paper “Harnessing the Power of
HR Analytics: Why Building HR’s Analytic Capability Can Help It Add Bottom-Line Value,”
compares various analyses (ROI, cost-benefit Analysis, impact Analysis) and advocate the
integration of all these methods of Analysis for economic performance. Building on these
arguments, Levenson (2011) proposes that when in-depth data analysis is not possible, HR
professionals can make use of three well-established frameworks namely, (1) COM or AMO
model, (2) labor market model and (3) organization design mode. According to him, the COM
model can diagnose behavior, productivity and job design. Furthermore, to analyze the cost-
benefit of staffing and talent management decisions, the labor market model can be of
immense help and the organization design model could be used for organizational-level
decisions. Thus, the literature is quite diverse in conceptualization, methods and outcomes.

3. Methodology
As mentioned in the preceding introductory section, bibliometric analysis is a robust tool for
summarizing and synthesizing the knowledge available on any research topic (Bhatt et al.,
2020; Racherla and Hu, 2010), following Donthu et al. (2021), Van Eck and Waltman (2017) and
Markoulli et al. (2017), we adopt the bibliometric analysis method to analyze and draw
inferences from 480 documents retrieved from the WoS database from 2005 to March 2022.
As Bibliometric Analysis is a sophisticated (Markoulli et al., 2017) and scientific (Bouyssou
and Marchant, 2011) methodology to understand any field of study comprehensively, we
performed a rigorous bibliometric assessment of HRA using The bibliometrix R-package (an
open-source collection of tools or functions used for bibliometric analysis), and VOS viewer
software. Figure 1 (below) represents the schematic view of the methodology adopted. The
figure shows that the methodology comprises four steps: data collection, data analysis, data
visualization and interpretation.

3.1 Search criteria (keywords)

Based on the previously published work on HRA, keywords used for database search are;
“HRA” OR “Human Resource Analytics” OR “People Analytics” OR “Talent Analytics”
And “Organizational Performance” And “HR decisions.”

3.2 Selection of database and data collection

WoS and Scopus databases are the primary and most comprehensive sources of large-scale
bibliometric analyses and research evaluation practices (Pranckute, 2021). This study
 Human
Data
Data Extraction Data Conversion resources
Collection
analytics

Data Analysis Descriptive Document X Network matrix and Mapping

analysis Attribute matrix data reduction

Data
Visualization

Figure 1.
Interpretation Research methodology

collected data from WOS, as it is stricter in peer review and, therefore, has superior quality to
Scopus. The search for the keywords mentioned above in titles and abstracts from WOS
produced 480 articles (excluding conference papers and book chapters) published in the
English language between 2003 and 2022.

3.3 Analysis: methods

The open-source tool, Bibliometrix package of R software, is one of the comprehensive
science-mapping tools (Aria and Cuccurullo, 2017) used for bibliometric analysis. Similarly,
VOS viewer software constructs bibliometric networks (Van Eck and Waltman, 2017).
Therefore, drawing from the recommendations of Aria and Cuccurullo (2017) and Van Eck
and Waltman (2017), we used R software’s “bibliometrix” package and VOS viewer software
for bibliometric and network analysis, respectively.

4. Findings
According to Donthu et al. (2021), the techniques for bibliometric analysis manifest across two
categories: performance analysis (e.g. publications and citations) and science mapping (e.g.
co-word and co-authorship analysis). Therefore, we performed the data analysis in these
two ways

4.1 Performance
Performance analysis presents the publication metric, citation metrics and publication-
related metrics.
4.1.1 Data overview. Table 2 presents an overview of the information about the data.
The table shows that the search produced 480 articles from 2,204 authors and 1,490 keywords
published in the English language between 2003 to March 2022.
4.1.2 Publication trend. Figure 2 presents the year-wise publication trend. Since 2014 (n 12),
there has been an apparent increase in publications. Since 2014, 2021 saw approximately nine
times growth (n 101) in publications in HRA scholarship.
4.1.3 Relevant sources and documents. This section presents the most relevant sources, the
most cited journals and the high-impact factor journals contributing to HR analytics
scholarship
BIJ 4.1.3.1 Sources. It is evident from Table 3 that “Human Resource Management Journal,”
“Human Resource Management,” “International Journal of Manpower” and “Journal of
Organizational Effectiveness-People and Performance.” are the top four academic outlets in
the field of HRA.
4.1.3.2 Most cited journals. Table 4 provides the details of the journals having a maximum
number of citations. The top journals with more than 150 citations in the HRA scholarship are
“International Journal of Human Resource Management,” “Journal of Business Research,”

Main information about data

Duration 2003 to 2022 (March)

Total documents 480

Keywords 1,490
Table 2. Authors 2,204
Main information Source(s): Author’s own compilation

Annual scienƟfic producƟon

120
101
100 95

80

60 56

42 45
40
27 26
20 12 15
5 7
1 2 2 2 2
0

Figure 2.
Year-wise publication
Source(s): Author’s own compilation

Sources Articles published

Human Resource Management Journal 10

Human Resource Management 8
International Journal of Manpower 8
Journal of Organizational Effectiveness-People And Performance 8
Journal of Business Research 7
International Journal of Information Management 6
Plos One 6
Business Horizons 5
Table 3. Human Resource Management Review 5
Top ten relevant International Journal of Organizational Analysis 5
journals Source(s): Author’s own compilation
Sources Articles
Human
resources
International Journal of Human Resource Management 232 analytics
Journal of Business Research 197
Academy of Management Journal 189
Human Resource Management - US 180
Journal of Applied Psychology 175
Journal of Cleaner Production 172
MIS Quarterly 160
Harvard Business Review 159
Journal of Management 155
Academy of Management Review 150 Table 4.
Source(s): Author’s own compilation Top ten cited journals

“Academy of Management Journal,” “Human Resource Management – US,” Journal of Applied

Psychology,”“ Journal of Cleaner Production,” “MIS Quarterly,” “Harvard Business Review,”
“Journal of Management” and “Academy of Management Review.”
4.1.3.3 Journals with a high impact factor. Figure 3 below provides the details of the
journals having a high h-index. Evidently, “Human Resource Management” has an h-index of
8, while five journals have an h-index of more than 4. Similarly, Figure 4 shows that the
“Journal of Business Research” has been the most trending journal since 2013.
4.1.4 Prolific authors, affiliations and countries. This section presents the result of
bibliometric analysis based on the contribution of various authors, their affiliations and
countries that have a maximum contribution in the field of HR analytics.
4.1.4.1 Most local cited authors. The measure of local citation of authors means the number
of times any author cited his articles in various journals. The authors (Table 5) having the
maximum number of local citations are; “Marler” (n 5 61), “Ulrich” (n 5 55) and
“Davenport” (n 5 46).
4.1.4.2 Author’s impact. Figure 5 provides the details of the authors having a high h index
involved in HR Analytics scholarship. Khan, Garg and Han are the top three authors with an
h index of 6 or more.
4.1.4.3 Affiliations. The affiliation statistics related to the top universities producing the
maximum number of articles are presented in Table 6. The dominant institutes/Universities
found during the analysis are “Chang Gung University” and “Western University.”

h_index

JOURNAL OF MANAGEMENT ANALYTICS 3

BUSINESS HORIZONS 3
PLOS ONE 3
HUMAN RESOURCE MANAGEMENT JOURNAL 3
JOURNAL OF BUSINESS RESEARCH 4
INTERNATIONAL JOURNAL OF MANPOWER 4
HUMAN RESOURCE MANAGEMENT REVIEW 5
INTERNATIONAL JOURNAL OF INFORMATION MANAGEMENT 5
JOURNAL OF ORGANIZATIONAL EFFECTIVENESS-PEOPLE AND PERFORMANCE 7
HUMAN RESOURCE MANAGEMENT 8 Figure 3.
Journals of high
0 1 2 3 4 5 6 7 8 9 impact factor
Source(s): Author’s own compilation
 Source Growth
BIJ

1.5
Annual occurrences (loess smoothing)

1.0

0.5

0.0

Figure 4. 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Source dynamics Year
Source(s): Authors’ elaboration using Biblioshiny

Authors No. of citations

Marler J. H 61
Ulrich D 55
Davenport T. H 46
Levenson A 45
Angrave D 38
Boudreau J. W 35
Table 5. Rasmussen T 30
Top ten authors Bondarouk T 27
with maximum Fitz Enz J 27
local citations Source(s): Author’s own compilation

4.1.4.4 Corresponding author’s country. Country-wise analysis identifies the countries having
the maximum contribution as corresponding authors to publish articles related to HR
analytics. Additionally, it presents the details of SCP and MCP (Figure 6) and country-wise
corresponding authors (Table 7). Single-country publications (SCP) are articles in which all
authors are from the same country affiliation. Multiple country publications (MCP) are
articles whose authors have different country affiliations. The analysis shows that the USA
has the maximum number of corresponding authors’ publications, and most are SCP
4.1.5 Country scientific contribution. Analysis of scientific contribution by different
countries shows the countries having the maximum number of publications in HR analytics.
The results (Table 8) indicate that the USA has published the maximum number of articles in
this field.
4.1.5.1 Most cited countries. Analysis of citations for different countries indicates the
countries having maximum citations. For example, the results (Table 9) indicate that the UK
 Human
resources
analytics

Figure 5.
Authors of high
impact factor

Affiliations Articles

Chang Gung University 32

Western University 19
University of Toronto 16
Kyungpook National University 15
Indian Institute of Technology Kharagpur 13
University of Michigan 12
TheUniversity of North Carolina 10
The University of Zagreb 10
The Education University of Hong Kong 9 Table 6.
McGill University, University of Iowa 9 Top ten relevant
Source(s): Author’s own compilation affiliation

has 2,711 citations in this field. On the other hand, the countries with more than 500 citations
in this field are the USA, South Korea and Germany.

4.2 Science mapping

Science mapping presents the citation analysis, co-word analysis and co-citation analysis.
4.2.1 Documents analysis. Document analysis provides the details of the most globally
cited documents, most cited references and most frequently used keywords in HR analytics.
4.2.1.1 Most globally cited documents. Citations measure the number of times the other
articles cite an article. Table 10 below shows that the most cited article (n 5 2066) in HR
analytics scholarship is Williamson et al. (2020). Additionally, Table 11 presents the top ten
relevant articles with local citations.
BIJ

Figure 6.
Country-wise
corresponding authors

Country Articles Frequency SCP MCP MCP_Ratio

USA 127 0.26458 103 24 0.189

India 58 0.12083 51 7 0.121
China 47 0.09792 29 18 0.383
Germany 29 0.06042 14 15 0.517
Korea 28 0.05833 14 14 0.5
The United Kingdom 25 0.05208 16 9 0.36
Canada 18 0.0375 10 8 0.444
Australia 14 0.02917 7 7 0.5
Table 7. Netherlands 12 0.025 7 5 0.417
Country-wise Belgium 8 0.01667 4 4 0.5
corresponding authors Source(s): Author’s own compilation

Country Frequency

The USA 534

China 188
India 135
Canada 123
The United Kingdom 105
Germany 87
South Korea 52
Spain 48
Table 8. Australia 41
Top ten country Netherlands 38
scientific production Source(s): Author’s own compilation
Country Total citations Average article citations
Human
resources
The United Kingdom 2,711 108.44 analytics
The USA 2,667 21.00
South Korea 848 30.29
Germany 560 19.31
China 415 8.83
India 398 6.86
Netherlands 217 18.08
Australia 207 14.79
Iran 166 23.71 Table 9.
Belgium 135 16.88 Top ten relevant
Source(s): Author’s own compilation citation

Paper Total citations T.C. per year

Williamson et al. (2020) 2066 688.667

Rathore et al. (2016) 355 50.714
Taquet et al. (2021) 321 160.5
Maddox et al. (2014) 304 33.778
Sun et al. (2018) 248 49.6
Paul et al. (2016) 160 22.857
Abrams et al. (2020) 160 53.333
Angrave et al. (2016) 132 18.857
ur Rehman (2016) 125 17.857 Table 10.
Ulrich and Dulebohn (2015) 117 14.625 Top global cited
Source(s): Author’s own compilation documents

Cited references Citations

Angrave et al. (2016), Human Resource Management Journal 52

Marler and Boudreau (2017), International Journal of Human Resource Management 46
Rasmussen and Ulrich (2015), Organizational Dynamics 33
Mcafee et al. (2012), Harvard Business Review 26
Davenport et al. (2010a, b), Harvard Business Review 24
Chen et al. (2012), MIS Quarterly 20
Wamba et al. (2017), Journal of Business Research 20
Minbaeva (2018), Human Resource Management Journal 18
Gunasekaran et al. (2017), Journal of Business Research 17 Table 11.
Lawler et al. (2004), Human Resource Planning 17 Top local cited
Source(s): Author’s own compilation reference

The top two articles with more than 40 local citations are Angrave et al. (2016), Human
Resource Management and Marler and Boudreau (2017), International Journal of Human
Resource Management.
4.2.1.2 Most frequent words in the field of HR analytics. The co-word analysis method
identifies the most relevant/used keywords/phrases from the documents to know the
conceptual structure of the research done in a specific field (Callon et al., 1983). For example,
the results (Figure 7) show that the words “performance,” “management,” “analytics,”
“impact” and “big data” are the most frequently used keywords used in the titles of articles.
BIJ

Figure 7.
Most relevant words

4.2.2 Trending topics and thematic analysis. Furthermore, to gain insight into the trending
topics in terms of keywords occurrences in HR analytics literature over the years, we
analyzed the trending topics based on the author’s keywords from the dataset using the
following parameters; “timespan”: 2003 to 2022, “word minimum frequency 5”, “number of
words per year 5” and “word label size” was also set to 5. Although Figure 7 identifies many
keywords, Figure 8 presents the hierarchical arrangement of topics in the HR analytics field
discussed by scholars per year. These topics could relate to the field of HR analytics in many
ways. For instance, in 2018, the focus was on optimization, human capital, strategy and
workforce analytics. Similarly, in 2019, “visual analytics” was the leading topic, a crucial
concept in the HR analytics field; in 2020, HR analytics started emerging as an integral part of
strategic HRM or talent management”. The result also shows that when conducting the
study, “analytics” and “challenges” are the most trending topics in 2021 and 2022.
Furthermore, Figure 9 provides information about the word cloud, presenting the
frequency of keywords in HR analytics. This figure shows the more frequent words with
larger font sizes. Based on word cloud, one can say that HR analytics contributed a lot to
improving decision-making in managing employee turnover and knowledge.
Likewise, Figure 10 shows the growth pattern of the productivity of the keywords. Most of
the keywords’ productivity increased from 2015 onwards. Moreover, the productivity of the
keywords like performance, management, and analytics has been improving continuously
from 2015 onwards.
4.2.3 Conceptual, intellectual and social structure. 4.2.3.1 Conceptual structure. The
co-word analysis draws the conceptual structure using a word co-occurrence network to map
and cluster terms extracted from keywords in a bibliographic collection. To examine the
strength between keywords, we used a density heat map as it is one of the robust ways to
measure the strength between the keywords (An and Wu, 2011). Following Cobo et al., (2011),
a density heat map (Figure 11) was drawn using the VOSviewer software, keeping its robust
GUI (Cobo et al., 2011).
 Trending topics Human
10 9 9 resources
8
88 analytics
6 6 6 6 6 6
6 5 5 5

0
2018 2019 2020 2021
WORKFORCE ANALYTICS VISUAL ANALYTICS STRATEGIC HR
HUMAN CAPITAL HUMAN RESOURCE ANALYTICS TALENT MANAGEMENT
STRATEGY TECHNOLOGY DATA MINING
OPTIMIZATION COLLABORATION RECRUITMENT
CLASSIFICATION Figure 8.
Trend topics
Source(s): Author’s own compilation

Figure 9.
Word cloud

The heat map presents the varying density of the values using different color combinations).
For example, analytics and big data have the highest yellow color density; hence, they are the
main keywords in the HRA scholarship. Apart from HR analytics and big data, the higher
density of yellow color can be seen in “human capital,” “people analytics,” “workforce
analytics,” “machine learning,” “knowledge,” “data analytics,” “strategy,” “technology,”
“frameworks” and “decision making” which constitute a significant part of HR analytics.
These concepts are an integral part of HRA, from formulation to implementation of people-
related strategies, policies and decisions. Additionally, VOSviewer was used to draw a
keyword co-occurrence network (Figure 12) to gain insight into the knowledge structure and
prominent research themes in HRA scholarship. Figure and Table 12 present the main
clusters of research in HRA.
Cluster one consists of studies that look at HRA as an integral part of strategic HRM and
talent management that seeks to help organizations create sustainable competitive
 Word Growth
BIJ
Annual occurrences (loess smoothing)

Figure 10.
The productivity 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
of keywords Year
Source(s): Authors’ elaboration using Biblioshiny

Figure 11.
Keyword co-
occurrence heat map of
HR analytics keywords

advantage and dynamic capabilities through data-driven decision-making in people-related

decisions like selecting and managing talent. Additionally, the studies highlight the
significance of HRA in managing knowledge and enhancing the effectiveness of HRM
function through predictive analytics
 Human
resources
analytics

Figure 12.
The network of
co-occurring keywords

Cluster 1 Cluster 2 Cluster 3 Cluster 4

Big data analytics Antecedents Business analytics Analytics

Competitive advantage Data science Framework Artificial intelligence
Data analytics Decision-making HR analytics Big data
Data mining Employee turnover HRIS Business intelligence
Dynamic capabilities Job-satisfaction Human resource analytics Challenges
E-HRM Knowledge Human resource information Ethics
Firm performance Learning analytics Human resource management Human capital
Future Machine learning Impact Human resource
Human-resource Meta-analysis Information-technology Organizations
management
Innovation Model Organizational performance Prediction
Knowledge management Perceptions People analytics Privacy
Management Satisfaction Performance Recruitment
Perspective System Science Strategy
Predictive analytics Turnover Technology Work
Selection Workforce analytics
Strategic HR Table 12.
Sustainability Clusters identified
Talent management in the field of HR
Source(s): Author’s own compilation analytics

The second cluster primarily focuses on standard metrics measured by HR analytics. The
research on this theme highlights the significance of HRA in informing the management and
organizations in the areas of employee satisfaction or job satisfaction, employee turnover,
BIJ training and development. In addition, studies in the cluster advocate estimating and
predicting employee turnover and job satisfaction and taking corrective actions, thus
impacting overall business performance.
Scholarship in the third cluster focuses on using human resource information systems,
information technology, and HR frameworks in HR analytics. Studies argue that HR analytics
without HRIS and effective information technologies do not affect performance. Information
technology helps HR analytics capture, store, and report relevant, timely and accurate data
and thus improve decision-making.
Like the previous clusters, the fourth cluster highlights the significance of HRA in
providing business intelligence to management through the effective use of AI while
considering ethical issues and maintaining the essence of humanness while formulating and
implementing analytics-based people decisions.
4.2.3.2 Intellectual structure. The intellectual structure presents the groups of authors who
have done citations together, which is known as co-citation. Figure 13 below presents the
co-citation network of various authors. Four main clusters that emerge in the co-citation
network are represented by four distinct colors, i.e. blue, red, purple and green. The authors in
the same group indicate that they have published most of the articles together. The author’s
visibility in two distinct color clusters indicates the co-authorship in both clusters. For
example, in group 1, shown in blue color, “Angrave” is doing a maximum number of
co-citations with “Levenson” and “Rasmussen.” According to group 2, shown in purple color
“Ulrich,” “Boudreau” and “Lawler” are doing a good number of co-citations together.
Similarly, in the other two groups, the author “Davenport” and “Marler” are doing many
co-citations with other authors in their clusters.
4.2.3.3 Social structure. The social structure presents how the different countries are
doing collaborative studies with other countries. Louvain clustering algorithm is used to
identify the knots. The co-occurrence network based on various countries’ contributions to
HR analytics is shown in Figure 14. Five distinct colors represent five main knots that

Figure 13.
Co-citation network
of authors
emerge in the co-occurrence network. For example, knot 1, green, depicts that the USA is Human
doing more collaborative studies with China, Australia and the Netherlands. Knot 2, red resources
color reveals that the UK is doing many collaborative studies with Italy. Similarly, in knot 3,
the orange represents that Canada, France and South Africa are doing collaborative studies
analytics
together.
The details of the top four countries with maximum collaboration are shown in Table 13.
However, it has also been observed that many countries, including India, are doing research
alone. So, there is a need to do collaborative research to better understand this field’s cross-
country development.

5. Conclusion
This study set out to assess the publication trend of HRA in the extant literature and attempts
to extend the existing review of the literature (Melo and Machado, 2021; Qamar and Samad,
2021; Marler and Boudreau, 2017). We strive to organize fragmented literature with well-
defined boundaries by augmenting the extant literature on HRA. It is done with the help of

Figure 14.
Country
collaboration map

From To Frequency

The USA Other countries 26

UK Other countries 15 Table 13.
China Other countries 12 Most relevant
France Other countries 10 countries doing
Source(s): Author’s own compilation collaborative studies
BIJ bibliometric analysis to develop a mature and systematic understanding of the research
arena, including prominent contributors, topics, keywords, knowledge clusters and future
research direction. There has been a surge in interest in HRA in the last 19 years; although
initially, the interest of management researchers was low, it increased significantly after the
year 2015.
As expected in most disciplines, the results indicate that a few contributors conducted the
most influential studies (Williamson; Hilbert; Rehman; Marler; Ulrich and Davenport.). The
USA, followed by India and the UK, has published the maximum number of articles in this
field. The current study found that there are four clusters in HRA.
One anticipated finding was that all four clusters do not match the existing clusters or
themes found by available reviews (Melo and Machado, 2021; Qamar and Samad, 2021;
Marler and Boudreau, 2017). However, comparing the findings with those of other studies
indicates that our analysis is up-to-date and comprehensive in terms of several documents,
periods and conceptual, intellectual and social structures.
These results further support the idea of literature evolution in HRA. Several factors could
explain this observation. Firstly, a comprehensive literature review with 480 prestigious WoS
articles is required to shed significant light on fragmented literature to organize it. Secondly,
HRA itself is taking shape and redefining its knowledge boundaries. Therefore, these results
need to be interpreted with caution as rapidly evolving literature, especially after 2015, is
bound to change the boundaries and may take a new direction considering renewed interest
in analytics in the business domain.
Nevertheless, the present results are significant in at least two significant respects. First,
findings of knowledge clusters will drive future researchers to augment the field, and second,
after the initial phase of conceptualization of the basic constructs of HRA, now the number of
empirical research is increasing to move towards a well-developed field. The evolution of four
clusters and their subsequent development has brought forward these sets of gaps in the
literature. These gaps are now linked to the emerging research questions as a way for future
research avenues in the HRA.
The successful application and understanding of how disruptive technology (like AI)
may be combined with conventional human resources management procedures is necessary
for HR analytics. Additionally, strategic positioning, a focus on business impact supported
by key roles, and adequate attention paid to efficient change management are crucial for HR
analytics initiatives (Fitz-Enz and John Mattox, 2014). According to this viewpoint, the
organizational model (such as the use of project- and process-based techniques) and the
organizational decision-making styles can have a significant influence on the effective
implementation of HR analytics. Organizations are experiencing an unheard-of
discontinuity due to digital transformation, and they are increasingly focusing on
integrating their HR strategy with their entire company objectives (Momin and Mishra,
2015). The goal of advanced people analytics models and algorithms is to create dashboards
that give HR managers and project managers real-time, quantitative, synthetic and self-
updating data and infographics about their resources. These models and algorithms can
valorize multiple sources of user-generated and user-related data (for example, social
network data). The transition of “descriptive and diagnostic” to “prescriptive and
predictive” HR intelligence is supported by improvements in data analytics and
technology (DiClaudio, 2019; Fitz-enz, 2010) and that “transition” may benefit from the
organizational maturity in terms of the methods and technologies now used for business
intelligence and integrated reporting. Finally, two important parts of the usefulness of HR
analytics are the research of how workers perceive analytics and the influence of such views
on employee outcomes (Khan and Tang, 2016), and the knowledge of the mutual impact
between human capital and business (Lawler et al., 2004). Employee experiences and
behavior might change as a result of people analytics. However, it is crucial to create
synergies between practices, rewards and technology (Aral et al., 2012). Organizations must Human
develop methods for evaluating how HR affects company performance and the procedures resources
required to boost productivity (Kim et al., 2021; Muscalu and Serban, 2014; Phillips and
Phillips, 2014). HR analytics have the capacity to significantly improve decision-making. But
analytics
it has frequently adopted a “inside-out,” HR-focused and academic strategy. Technology
may significantly speed up this move towards actionable, high-impact analytics, which is
necessary to promote organizational agility and operational effectiveness (Rasmussen and
Ulrich, 2015).

6. Future research direction

At present, there is no universally accepted definition of HRA. It has many meanings and
conceptualizations. Therefore, a comprehensive qualitative study was required to
understand different stakeholders’ perspectives clearly. In addition, the study would help
define the constructs and variables. Also, currently, the studies are limited to a few metrics
such as employee attrition (e.g. Chang et al., 2018), recruitment and selection (e.g. McIver et al.,
2018; Caron and Batistic, 2019), performance appraisal (e.g. Sharma and Sharma, 2017) and
training and development (Paleti Narendar and Mishra, 2021) but can be extended to other
practices of HR (e.g. industrial relations, compensation management) thus helping the
concept grow further. As of date, HRA is still in the infancy stage and therefore generalization
about it without evidence would not be appropriate. We propose the following research areas
from our review and subsequent analysis.
(1) There are few studies on the front of the theoretical framework (e.g. Systems
approach, RBV) front, however for the advancement of the HRA scholarship, further
research is required that bases the empirical research on robust theoretical
frameworks in the domain of HRM and organizational behavior.
(2) HR managers constitute a critical component of any HR architecture (Ulrich and
Brockbank, 2016; Boudreau and Lawler, 2014). They influence the designing and
implementation of effective HRA systems but HRA literature is not available. Hence,
future research is needed to investigate what skills and competencies HR
professionals require to design and implement HRA.
(3) The effectiveness of any HR initiative depends on the involvement of Line managers.
Interestingly, the literature does not explore this aspect of HRA; therefore, we
recommend future research exploring the role of line managers in designing and
implementing the HRA system.
(4) Moderating the role of employee characteristics, workplace culture, organizational
strategy, HRIS and information technology, HR managers’ skills and competencies on
HRA effectiveness is missing in the literature.
(5) An analysis of HR practices and strategies can be used to predict turnover (Falletta
and Combs, 2020; Peeters et al., 2020), performance, recruitment, learning and
development, stress at work and ethical issues.
(6) The focus on evaluating the financial outcomes of implementing HR analytics is
needed to be investigate. Not many studies focus on this aspect, except for Aral et al.
(2012). Moreover, very few studies have adopted an empirical methodology approach
to understanding HR analytics. Among those who adopted the empirical approach
went for survey and case study only. Future research can inform how these factors
affect the successful design and implementation of HRA.
BIJ 7. Limitations
Like any other study, the present study does have a few limitations. First, this review is
comprehensive but not exhaustive. The study draws from the Scopus database. We recommend
that future research use Scopus, EBSCO and other databases for comparative and thorough
analysis. Collecting samples from multiple databases would significantly improve the study.
The keywords used could be improved to include more relevant keywords when querying the
database. The study’s findings may be useful to scholars researching HR analytics in terms of
research landscape and hotspots. Second, we limited our study to documents published in
scholarly journals, excluding dissertations, book chapters and books.
Further insight may be gained by including other reliable sources also. Additionally, while
we tried to be reliable and comprehensive, the additional review could be theory-driven.
Finally, these findings can serve as a springboard for researchers to further investigate the
fields of HR analytics.

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Further reading
Bahuguna, P.C. and Kumari, P. (2010), “Strategic human resource management & organizational
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management: a strategic partner in business”, Management and Labour Studies, Vol. 34 No. 4,
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today’s academic world”, Publications, Vol. 9 No. 1, p. 12.
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descriptive, predictive, and prescriptive”, in Decision Intelligence Analytics and the
Implementation of Strategic Business Management, pp. 15-30.

Corresponding author
Saurabh Tiwari can be contacted at: [email protected]

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