INTRODUCTION
“Big Data” has recently become a buzz word in the business industry. Huge “Big Data” sources are stored on the cloud, making it readily available for many organizations (Power, 2014). It is typically use across all sectors in which the number of employees is more than 100. Several companies have embraced the concept and used data to operate a successful business. “Big Data” allows companies to make informed decisions rather than relying solely on previous experience (Janakiraman, et al., 2015). In short, “Big Data” allows companies to make data driven decisions that were not possible with traditional methodologies (Janakiraman, et al., 2015). Nonetheless, managers cannot use “Big Data” to make decisions blindly, intellectual and emotional intelligence must also factor into decisions even with the insight from “Big Data” (Janakiraman, et al., 2015). However, the real challenge is transforming data into information and knowledge (Moldoveanu, 2013). Organizations need data scientists with the correct skill set to exploit “Big Data” and organizations needs to transform themselves to take full advantage of “Big Data” (Janakiraman, et al., 2015). Big Data is a broad term used to define vast amount of information that is large and complex. Apparently, Frances Diebold was the first to coin the term in 2013 to represent the data explosion (Janakiraman, et al., 2015). Large companies such as Google, Oracle and Microsoft must define the technology required to deliver the promise of “Big Data” (Janakiraman, et al., 2015). This data is so huge that traditional software programs for data processing are inadequate. The limitations of available software include analysis of data, a method to capture data, a process for curatio...
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...afety, availability and meaningfulness (Kahn, 1990).
Currently, mapping such a complex condition is not possible with current software systems. Mining “Big Data” can provide such information to managers. Thus, it is well understood that employee engagement is the prerequisite for the ultimate success of the entire organization in any given industry.
While HR “Big Data” management has become a recent trend in the corporate world, still there’s very little information available on its effect on employee engagement (O 'Toole, 2013). To address this unmet need this conceptual paper will first explore the literature regarding “Big Data” management followed by its relevance to employee engagement as it pertains to HR. This is then followed by three propositions that relate to employee hiring, training and engagement, and finally and most importantly, employee retention.
Employee engagement is shaped by many internal and external variables. Basic needs such as fair pay and safe working conditions were primary considerations in the late 1800s. Early theorists focused primarily on the individual and theories and research centered on individual motivation and outcomes. Significant work was spent on reshaping tasks to improve productivity and output. As safe working conditions and fair pay became commonplace, different variables such as job enrichment and personal growth became important for individual workers.
According to Lisa Arthur, big data is as powerful as a tsunami, but it’s a deluge that can be controlled. In a positive way it provides business insights and value. Big data is data that exceeds the processing capacity of conventional database systems. It is a collection of data from traditional and digital sources inside and outside a company that represents a source of ongoing discovery and analysis. The data is too big, moves to fast, or doesn’t fit the structures of the database architecture. Daily, we create 2.5 quintillion bytes of data. In the last couple years we have created 90% of data we have in the world. This data comes from many places like climate information, social media sites, pictures or videos, purchase transaction records, cell phone GPS signals, and many more places. From the beginning of recorded time through 2003 users created 5 billion gigabytes of data. 2011, the same amount was created every couple days. 2013, we created that same amount every ten minutes. Some users prefer to constrain big data into digital inputs like web behavior and social network interactions. The data doesn’t exclude traditional data that is from product transaction information, financial records and interaction channels.
The function of Human Resources in corporations usually includes the use of metrics and analytics through collection of data on the employees’ efficiency. HR metrics are used to quantify the cost and the impact of employee programs and HR processes and measure the success or failure of HR initiatives (Missildine, 2013). The company is able to track trends and changes with the data collected as it provides for measurement function that helps with HR planning. HR metrics measure the value of the time and money spent on HR activities in the company and together with HR metrics is the HR analytics which is the process of combining data mining with business analytics techniques to analyze human resources data (Missildine, 2013) and provide an organization with considerations for the effective management of employees and quickly and efficiently reach organizational goals. The main issue lies on whether the managers know what to measure and how measurement must be conducted.
The key strategy implementation efforts at Amazon all surround the use of “big data”. Big data is the growth and availability of large volumes of structured/unstructured data. The use of big data has allowed decision making based upon data and analysis instead of past experience and intuition. Big data has directed organizational change in allowing Amazon to expand from an online book store to an internet giant. Revolutionary application of big data has allowed Amazon to create superior service quality while motivating employees by providing real time information to solve customer issues. Big data has strengthened Amazon’s competitive capabilities by pioneering the application of big data and charging a monthly fee to smaller businesses
The study of employee engagement has been a steady increase over the last ten years, due to the fact that employee engagement has a significant factor in an organization 's success and competitive advantages (Saks & Gurman, 2014). Employee engagement is defined as employees who are engaged “for the best interest of the organization, and it is associated with meaningfulness, safety, and ability” (Abu-Shamaa, Al-Rabayah & Khasawneh 2015). This results in employees being dedicated, focus and willing to do what it takes to get the tasks done. Similarly, having the effectiveness of value and pride towards their work. In contrast, employee burnout is the opposite of employee engagement. Burnout is a “syndrome of weariness with work
Gueutal, Hal G., and Dianna L. Stone (eds). "Chapter 9 - The Next Decade of HR—Trends, Technologies, and Recommendations". The Brave New World of eHR: Human Resources in the Digital Age. Jossey-Bass, © 2005. Books24x7. Web. Apr. 6, 2012.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
The employee engagement has become a hot topic of discussion in the corporate world. There is no single accepted definition of engagement or recognised approach for measuring or raising it. HRM Practitioners have involved in quite a lot of study to understand employee engagement and its impact on the performance of the organisation. According to them, employee engagement is a level of commitment and involvement of employees towards their organisation and its value. An engaged employee works with his/her colleagues to improve their productivity within their job, for the ultimate benefit of the organisation.
An engaged employee is vested and absorbed, they are emotionally committed to the company’s success. When employees are not content they modestly producing and often do not care about their overall performance, simply going thru the motions. Apple uses a fundamental HR strategy - Hire for innovation- the employees they hire are a great talent, that fits the company’s atmosphere of we are the best. Apple prides itself on having the very best in their field working at Apple, employees are exclusively selected, only the best of the best, creative, skilled, innovative and highly motivated. Apple does not settle for less with the talents and qualifications of their employees. Talent acquisition is one most important thing one can do for their company according to (Tatley, 2014) (“Steve Jobs’ Top Hiring Tip: “Hire The Best”, 2014). Managing an organization 's talent is so fundamental that it can determine the success or failure of the company. Apple understands the importance of aligning their HR strategies and corporate strategies particularly as it relates to talent and recruitment. Exclusively selected employees are critical to Apple’s success, employees know they are important and are hired because they possess vital skills needed to move the company forward. Highly motivated employees who are exclusively selected are engaged and motivated, knowing they are making a difference to a company, their creative ideas offer technological advances that move us forward every
In the beginning, businesses used information technology for automating the processes primarily to reduce labor costs. Subsequently, information technology is used for delivering information with speed and accuracy.
It is well established reality that organisations in the world today can no longer survive without focusing on their employees. If they have to be at the competitive edge they have to invest in human resource, and placing their employees on top priority. This notion has lead to the strategies that, most organisations are pursuing through employee management. To achieve the optimum performance from employees organisations must motivate their employees, and have to engage them in activities that will benefit and help employees in achieving their predetermined goals and objectives. In order to achieve this, it is imperative for managers to set in motion work conditions that will help employees to achieve satisfaction of their job, low turnover and absenteeism rate and promoting the environment that promotes the organizational commitments and organizational citizenship behavior. Job satisfaction has been identified as a major requirement for organisations which aim to achieve excellence in their operations. Armstrong (2003) refers to job satisfaction as the attributes and feelings people have about their work. By extension, job satisfaction will mean positive or favourable attitudes towards one’s job whilst a negative or unfavourable attitude indicates job dissatisfaction.
The ability to integrate generations will be a significant interpersonal skill set requirement of those in Human Resources. The Manager of Employee Engagement develops engaging and prompt manners to determine employee satisfaction and receive feedback focusing on the lean towards specialization in the workforce, along with the need to retain talent (Guppta, 2016). The Director of Learning is in charge of “designing voluntary or mandatory training programs, and bridging virtual and in-person training sessions and exercises (Guppta, 2016).” The internet allows HR to search a broader base of potential employees by using online job postings and online recruiting companies such as Monster.com or CareerBuilder.com.
Employee engagement is one of the biggest factors facing organizations today. According to Mindful Strategies, it is one of the most critical factors in business, but it has some rewarding results. If there are high results in employee engagement within an organization, then they will be high productivity, retention, and customer service according to Mindful Strategies. Also Mindful Strategies stated if employees are engaged within an organization, they are 43 percent more productive towards generating more revenue. This is why employee engagement should be implemented carefully and strategically. Employee satisfaction, productivity, retention and recruitment, innovation, and profitability are five strategies
For the past couple of decades the majority of businesses have wanted to construct a data-driven organization or company. Furthermore, companies around the world are considering harnessing data as a basis of competitive advantage over other companies. As a result, business intelligence and data science use are popular in many organizations today. The increase in adoption of these data systems is in response to the heavy rise in communications abilities the world over. Which, in turn ,has increased the need for data products. Indeed, the Data Scientist profession is emerging to be one of the better-paying professions due to the urgent need of their labor. This paper is going to discuss what business intelligence is all about and explain data science that is usually confused to be similar to business intelligence. I will tackle a brief overview of data scientists and their role in organizations.
Companies have transformed technology from a supporting tool into a strategic weapon.”(Davenport, 2006) In business research, technology has become an essential means that many organizations use in their daily operations. According to the article, Analytics is a major technological tool used. It is described as “the extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact-based management to drive decisions and actions."(Davenport, 2006) Data is compiled to enhance business practices. When samples are taken, they are used to examine research and understand how to solve problems or why situations are as they are. Furthermore, in this article, Thomas Davenport discusses analytics from a business standpoint. He refers to organizations that have been successful in their usage of data and statistical analysis. In addition, he also discusses how data and statistics can be vital in the efforts to improve the operations of businesses.