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Big data? Big deal: Searching for big data’s performance effects in HR

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  • Holwerda, Jacob A.

Abstract

Big data continues to gather increasing interest in the business press as well as within the management literature. While this interest has spilled over into the realm of human resources (HR) management, solid evidence of its positive performance impacts is lacking. I explore three possibilities for this lack of evidence: (1) HR possesses big data but largely lacks the ability to use it; (2) HR does not actually possess big data; and (3) big data is generating value for HR and positively affects organizational performance, but the winners in the race to utilize big data in HR are not publicizing their successes. Following this, I discuss current forms of big data implementation, highlighting an evolutionary progression of implementations in various settings and emphasizing the importance of balancing deductive with inductive analytical approaches. Finally, I discuss conditions under which big data may hold greater value for the HR function, and I suggest ways managers and organizations can make the most of big data.

Suggested Citation

  • Holwerda, Jacob A., 2021. "Big data? Big deal: Searching for big data’s performance effects in HR," Business Horizons, Elsevier, vol. 64(4), pages 391-399.
    • Handle: RePEc:eee:bushor:v:64:y:2021:i:4:p:391-399
    DOI: 10.1016/j.bushor.2021.02.006
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    References listed on IDEAS

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    1. Hamilton, R.H. & Sodeman, William A., 2020. "The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources," Business Horizons, Elsevier, vol. 63(1), pages 85-95.
    2. James G. March & Robert I. Sutton, 1997. "Crossroads---Organizational Performance as a Dependent Variable," Organization Science, INFORMS, vol. 8(6), pages 698-706, December.
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