PERSONAL quarterly 2/2020

37 02/20 PERSONALquarterly PROF. DR. ASTRID REICHEL Professur für HRM am Fachbereich Sozial- und Wirtschaftswissenschaften Universität Salzburg E-Mail: astrid.reichel@sbg.ac.at https://www.uni-salzburg.at/index. php?id=203852 SUMMARY Research question: HRM tends to have low credibility in many or- ganizations. Against this background, we ask if and how HR Analytics can increase HRM’s credibility in organizations. Methodology: An ethnographic case study of an HR Analytics team in a major MNC. Practical implications: A high level of interaction with stakeholders allows HRA practitioners generating expertise which enables them to deliver relevant outputs using the ‘language of numbers’. This signifi- cantly increases HRM’s credibility. MARKUS ELLMER Universitätsassistent für HRM am Fachbereich Sozial- und Wirtschaftswissenschaften Universität Salzburg E-Mail: markus.ellmer@sbg.ac.at https://www.uni-salzburg.at/index. php?id=203852 LITERATURVERZEICHNIS Angrave, D./Charlwood, A./Kirkpatrick, I./Lawrence, M./Stuart, M. (2016): HR and analytics: Why HR is set to fail the big data challenge. Human Resource Management Journal 26, 1, 1–11. Dutton, J. E./Ashford, S. J. (1993): Selling issues to top management. Acade- my of Management Review 18, 3, 397–428. Feldman, M. S./March, J. G. (1981): Information in organizations as signal and symbol. Administrative Science Quarterly 26, 2, 171–186. Fitz-enz, J. (2009): Predicting people: From metrics to analytics. Employment Relations Today 36, 3, 1–11. Guest, D. E./King, Z. (2004): Power, innovation and problem-solving: The personnel managers’ three steps to heaven? Journal of Management Studies 41, 3, 401–423. Hilligoss, B./Rieh, S. Y. (2008): Developing a unifying framework of credibi- lity assessment: Construct, heuristics, and interaction in context. Information Processing and Management 44, 1467–1484. Knorr Cetina, K. (2005): Objectual practice. In: Schatzki, T./Knorr Cetina, K./v. Savigny, E. (Hrsg): The Practice Turn in Contemporary Theory: London, New York: Routledge, 184–197. Legge, K. (1978): Power, Innovation, and Problem-solving in Personnel Management. London u. a.: McGraw-Hill. Minbaeva, D. B. (2017): Building credible human capital analytics for organizational competitive advantage. Human Resource Management, 57, 3, 701–713. Strohmeier, S. (2015): Analysen der Human Resource Intelligence und Ana- lytics. In: Strohmeier S and Piazza F (Hrsg): Human Resource Intelligence und Analytics: Grundlagen, Anbieter, Erfahrungen und Trends. Wiesbaden: Springer Gabler, 3–47. Wylie, N./Sturdy, A. and Wright, C. (2013): Change agency in occupatio- nal context: Lessons for HRM. Human Resource Management Journal 24, 1, 95-110.