Impact of HR Analytics on Organizational Performance in IT Industry: Mediating Role of Job Engagement

Abstract

As researchers and experts seek to identify by what means facts will be converted into actionable perceptions directing to enhanced organizational performance of a company (Chierici et al., 2019; Fernandez & Gallardo-Gallardo, 2020; Ferraris et al., 2019; McCartney et al., 2020; Santoro et al., 2019; Singh and Del Giudice, 2019; Birmingham, L., 2020), the idea and handling of information and analytics in organizations have been receiving mounting consideration. In light of this, human resources management (HRM) has benefited greatly from this awareness, as demonstrated by the increasing amount of HR divisions employing HR analytics to advance the decisive process (Marler & Boudreau, 2017; Fernandez &Gallardo-Gallardo, 2020; Ferraris et al., 2019; McCartney et al., 2020; Singh & Del Giudice, 2019). HR analytics is not a wholly newfound notion, despite its increased popularity (Huselid, 2018; Jaysinghani, M., 2019). The study of the impacts of HR practices like recruitment, development, and presentation management takes an elongated record in the social studies and includes organizational behavior, trade and business psychology, human resource management. At its core, HR analytics focuses on understanding the link between HR practices and the organizational performance. This can involve rigorously tracking investments in human resources and the outcomes of those investments, as noted by Ulrich and Dulebohn(2015).In today's ever-changing business environment, organizations are recognizing the crucial role of human resources (HR) in driving organizational success. Effective workforce management has become growingly complex due to a variety of factors such as globalization, technological improvements, and changing workforce demographics, Boudreau JW, Cascio WF.