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Management and
Technological Challenges
in the Digital Age
Manufacturing Design and Technology Series
Series Editor
J. Paulo Davim
PUBLISHED
Advanced Machining Processes: Innovative Modeling Techniques

Angelos P. Markopoulos and J. Paulo Davim
Additive Manufacturing and Optimization: Fundamentals

and Applications
V. Vijayan, Suresh B. Kumar, and J. Paulo Davim
Technological Challenges and Management: Matching Human and

Business Needs
Carolina Machado and J. Paulo Davim
Drills: Science and Technology of Advanced Operations

Viktor P. Astakhov
Management and
Technological Challenges
in the Digital Age
Edited by
Pedro Novo Melo and Carolina Machado
CRC Press
Taylor & Francis Group
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Contents
Preface..................................................................................................................... vii
About the Editors....................................................................................................ix
List of Contributors.................................................................................................xi
1 Human Resource Management in the Digital Age: Big Data, HR

Analytics and Artificial Intelligence........................................................... 1
Mark L. Lengnick-Hall, Andrea R. Neely and Christopher B. Stone
2 Value Co-Creation Opportunities: Managerial Transformation

of Digitisation Risks into Success Factors ............................................... 31
Katja Rantala and Heikki Karjaluoto
3 ‘Video Killed the F2F-Interview Star’: A Mixed-Method Study

into the Effect of Pre-Recorded Video Interviews as a Selection
Tool...................................................................................................................53
Tanya Bondarouk, Huub Ruël and Bart ter Harmsel
4 Exploring the Uses and Gratifications of Digital Tools as

Knowledge Transfer Media in Organisations.........................................87
Laura Zapata-Cantú, Teresa Treviño, Flor Morton and José Luis Pineda
5 Integrating Digital Transformation Strategies into Firms:

Values, Routes and Best Practice Examples............................................107
Mirjana Pejić Bach, Mario Spremić and Dalia Suša Vugec
6 Fostering Intellectual Capital: Management Information

Systems in the Digital Age........................................................................129
Mine Afacan Findikli and Mustafa Sundu
7 Content Strategies in the Era of Digital Marketing............................. 149

Xabier Martínez‑Rolán and Teresa Piñeiro‑Otero
8 CEO Sociability on Twitter: Findings of Fortune 500 CEOs..............177

Nihat Erdoğmuş and Emel Esen
9 Mutual Relationship of Human Resource Management and

Technology....................................................................................................197
Sona Hovhannisyan and Carolina F. Machado
Index...................................................................................................................... 211
v
Preface
The use of new technologies in management and production areas is criti-

cal to give managers and engineers a set of tools for better decision making
when recruiting a new employee, for talent management or in defining the
best strategy to motivate employees and obtain high levels of productivity.
Technological developments in recent years have been tremendous.
Technology is increasingly present in several dimensions of society. This
evolution is visible in companies through increasingly technological equip-
ment, increasingly computerised procedures and management practices
associated with technologies. One of the most visible management practices
is related to the management of employees. Indeed, parallel to the concern
of obtaining a high level of quality and productivity in the use of new tech-
nologies, concepts such as people analytics, e-recruitment or employee self-
service are changing the management area and, to some extent, are allowing
a structuring and formalising conception which was previously more diffi-
cult. This book aims to promote research related to these new trends, which
are opening up a new field of research in the management and engineering
areas.
For the purpose of sharing knowledge through debate and information
exchange about technological challenges and management in the digital age,
this book is divided into nine chapters. Chapter 1 covers ‘Human Resource
Management in the Digital Age: Big Data, HR Analytics and Artificial
Intelligence’. Chapter 2 discusses ‘Value Co-Creation Opportunities:
Managerial Transformation of Digitisation Risks into Success Factors’.
Chapter 3 contains ‘“Video Killed the F2F-Interview Star”: A Mixed-Method
Study into the Effect of Pre-Recorded Video Interviews as a Selection
Tool’. Chapter 4 describes ‘Exploring the Uses and Gratifications of Digital
Tools as Knowledge Transfer Media in Organisations’. Chapter 5 covers
‘Integrating Digital Transformation Strategies into Firms: Values, Routes and
Best Practice Examples’. Chapter 6 describes ‘Fostering Intellectual Capital:
Management Information Systems in the Digital Age’. Chapter 7 discusses
‘Content Strategies in the Era of Digital Marketing’. Chapter 8 contains ‘CEO
Sociability on Twitter: Findings of Fortune 500 CEOs’. Finally, Chapter 9 cov-
ers ‘Mutual Relationship of Human Resource Management and Technology’.
The book addresses several dimensions of technology that are favourable
to management, with a particular emphasis on people management and its
impact on business and the organisation’s competitiveness. The manage-
ment of employees can only win from this association; as in other areas of
management, it enables managers with a set of tools and strategies to better
manage people, and so entrepreneurs stand to gain from it.
vii
viii Preface
This book can serve as a useful reference for academics, researchers,

human resource managers, managers, engineers and other professionals in
related matters with management and technological challenges in the digi-
tal age. Contributors are encouraged to identify the theoretical and practical
implications of the work for management and technology across the range
from single to large organisations.
We are grateful to CRC Press/Taylor & Francis Group for this opportunity
and for their professional support. Finally, we thank all chapter contributors
for their interest and time allotted to work on this project.
Pedro Novo Melo

Barcelos, Portugal
Carolina Machado
Braga, Portugal
About the Editors
Carolina Machado
School of Economics and Management
University of Minho
Braga, Portugal
Pedro Novo Melo

Management School
Polytechnic Institute of Cávado and Ave
Barcelos, Portugal
and
School of Economics and Management
University of Minho
Braga, Portugal
Carolina Machado received her PhD in management sciences (organisa-

tional and policies management/human resources management) from the
University of Minho in 1999, and has a master’s degree in management (stra-
tegic human resource management) from Technical University of Lisbon
in 1994. Teaching in the human resources management subjects since 1989
at the University of Minho, Dr. Machado has been an associated professor
since 2004, with experience and research interest areas in the fields of human
resource management, international human resource management, human
resource management in small and medium enterprises, training and devel-
opment, management change and knowledge management. She is head of
the human resources management work group at the University of Minho,
as well as chief editor of the International Journal of Applied Management
Sciences and Engineering (IJAMSE). Prof. Carolina Machado – http://orcid.
org/0000-0002-9685-1576.
Pedro Novo Melo is an invited professor at school of economics and manage-

ment, University of Minho, and the school of management at the Polytechnic
Institute of Cávado and Ave, where he lectures in organisational behaviour
and human resource management. He has a PhD in business sciences and a
master’s degree in human resource management, both from the University of
Minho. His main areas of interest are organisational behaviour and human
resource practices and their relationship with strategy, with special emphasis
on small and medium enterprises. In recent years, Dr. Melo has focused his
studies on digital human resources management and innovation in human
resources management in Portugal. Prof. Pedro Novo Melo – http://orcid.
org/0000-0003-2604-8902.
ix
List of Contributors
Mine Afacan Findikli Mark L. Lengnick-Hall

Department of Business College of Business
Management University of Texas at San Antonio
Beykent University San Antonio, Texas, USA
İstanbul, Turkey
Xabier Martínez-Rolán
Faculty of Social Science and
Tanya Bondarouk
Communication
Faculty of Behavioural,
University of Vigo
Management and Social Sciences
Pontevedra, Spain
University of Twente
Enschede, Netherlands
Flor Morton
División de Negocios
Nihat Erdoğmuş Universidad de Monterrey
Faculty of Economics and Monterrey, Mexico
Administrative Sciences,
Business Administration Andrea R. Neely
Department College of Business
Yıldız Technical University University of Tennessee at
İstanbul, Turkey Chattanooga
Chattanooga, Texas, USA
Emel Esen
Faculty of Economics and Mirjana Pejić Bach
Administrative Sciences, Faculty of Economics & Business
Business Administration University of Zagreb
Department Zagreb, Croatia
Yıldız Technical University
İstanbul, Turkey José Luis Pineda
Marketing Department
Sona Hovhannisyan Tecnologico de Monterrey
Faculty of Economics and Monterrey, Mexico
Management Teresa Piñeiro-Otero
Yerevan State University University of Coruña
Yerevan, Armenia Coruña, Spain
Heikki Karjaluoto Katja Rantala

School of Business and Economics School of Business and Economics
University of Jyväskylä University of Jyväskylä
Jyväskylä, Finland Jyväskylä, Finland
xi
xii List of Contributors
Huub Ruël Dalia Suša Vugec

Hospitality Business School The Hague Faculty of Economics & Business
Hotelschool The Hague University of Zagreb
The Hague, Netherlands Zagreb, Croatia
Mario Spremić Bart ter Harmsel
Faculty of Economics & Business Exact Software
University of Zagreb Delft, Netherlands
Zagreb, Croatia
Christopher B. Stone Teresa Treviño
School of Business División de Negocios
Emporia State University Universidad de Monterrey
Emporia, Kansas, USA Monterrey, Mexico
Mustafa Sundu Laura Zapata-Cantú

Management Information Systems EGADE Business School
Beykent University Tecnologico de Monterrey
İstanbul, Turkey San Pedro Garza García, Mexico
1
Human Resource Management in the
Digital Age: Big Data, HR Analytics
and Artificial Intelligence
Mark L. Lengnick-Hall, Andrea R. Neely and Christopher B. Stone
CONTENTS
1.1 Introduction..................................................................................................... 1
1.2 What Is Big Data?............................................................................................ 5
1.3 Big Data Opportunities for HRM.................................................................6
1.4 Big Data Challenges for HRM.......................................................................9
1.5 What Is HR Analytics?................................................................................. 11
1.6 HR Analytics Opportunities for HRM...................................................... 13
1.7 Challenges of HR Analytics for HRM....................................................... 16
1.8 What Is Artificial Intelligence?................................................................... 19
1.9 Artificial Intelligence Opportunities for HRM........................................ 20
1.10 Challenges of Artificial Intelligence for HRM.......................................... 23
1.11 Conclusion..................................................................................................... 24
1.11.1 Partner in Strategy Execution......................................................... 25
1.11.2 Administrative Expert..................................................................... 25
1.11.3 Employee Champion........................................................................ 26
1.11.4 Change Agent.................................................................................... 26
References............................................................................................................... 27
1.1 Introduction
Digital technology, that is, virtually everything connected with comput-
ers, the internet, mobile apps and other related things (i.e., ‘the internet of
things’) that allow the sending and receiving of data, has had a profound
effect on the workplace. While the roots of this change occurred during the
end of the twentieth century, the pace has accelerated since the beginning
of the twenty-first century. Work and the workplace will be fundamentally
changed.
Many of the characteristics of the workplace that evolved to adapt to the
Industrial Revolution and the rise of large corporations in the 1900s no longer
1
2 Management and Technological Challenges in the Digital Age
fit with the needs of a workplace that has radically changed as a result of new
technologies. In the early 1900s at the beginning of the Industrial Revolution,
business owners and managers faced the challenges of marshalling large
numbers of employees under one roof to perform various parts of a process,
oftentimes in an assembly line (e.g., the early automobile manufacturers).
Coordinating these employees, many of whom spoke different languages
and came from different countries, posed additional challenges to organisa-
tions. One problem they had to solve was how to teach farmers and crafts-
men from an agrarian society, who were used to working either alone or in
small groups, to work together in a coordinated fashion in an urban environ-
ment in one large central location.
Taylor (1911) and the other purveyors of scientific management provided a
compelling answer: break jobs down into smaller chunks, teach employees
how to do specific tasks and then have them do those tasks repetitively to
develop proficiency. At this point in the evolution of industrial work, the
employees’ attitudes (e.g., job satisfaction, engagement etc.) were considered
only secondary, as the prime focus was on mass producing manufactured
goods cheaply and efficiently to meet the growing demands of consumers in
the marketplace.
As organisations grew larger, and the corporation became a dominant
business form, bureaucracies developed to do on the administrative side of
business what technologies such as the assembly line and scientific manage-
ment were doing on the operations side of the business. The classic hierarchi-
cal functional organisational structure evolved to efficiently handle the large
volume of information and decision making that occurred on a daily basis.
Specialised functions enabled specialised expertise that led to efficient func-
tional operations, albeit sometimes at the cost of sub-optimisation.
The need for a human resource (HR) function to handle the people side of
business operations grew as the size of organisations grew. National Cash
Register Corporation is reported to have been the first company to create
an HR department in 1901 (Jacoby, 1985). Other corporations were soon to
follow. Early personnel departments, as they were known at the time, were
given the task of bringing order and harmony to what could otherwise be a
place of employee unrest. Unions grew in response to workers’ unmet con-
cerns, and personnel departments developed tactics to dilute their influence.
In fact, many progressive policies and practices were implemented during
this time period that were precursors to modern human resource manage-
ment (HRM) practices (Kaufman, 2002). Sub-functions of HRM developed
to address the needs of employees across their entire tenure with a firm:
recruiting, selection, training and development, performance management,
compensation and benefits, and employee/labour relations.
The dominant form of employment during the twentieth century was the
full-time job. A full-time job meant that work was performed on a fixed sched-
ule at a firm’s place of business and under the firm’s control, and there was
a mutual expectation of continued employment (Spreitzer et al., 2017). Other
Human Resource Management in the Digital Age 3
alternative work arrangements, such as part-time and temporary employ-

ment, emerged to meet fluctuations in demand, but the economy of the time
was built upon most employees working full-time at jobs that allowed them
to have financial security, plan for retirement, raise families and so on. HRM
evolved over time to meet both the needs of workers and the needs of the
organisation to produce its goods and services.
Most of the changes in HRM during the twentieth century can best be
described as incremental, not radical. These changes emerged when social,
economic and other environmental factors changed, requiring organisa-
tions to adapt. For example, employer-provided health insurance became far
more prevalent as a result of the impact of World War II, when organisa-
tions were required to freeze their wages and salaries in support of the war
effort (Scofea, 1994). Benefits, called ‘fringe benefits’ at the time, arose as an
employer strategy to compete for workers on a basis other than wages. Once
the war was over, this expectation became locked into place, with its origins
largely unknown to most of the public today as health care is debated across
the United States.
The rise of digital technology has created new possibilities for the world
of work that are only beginning to be explored. One significant change that
has already taken hold is the growing use of alternative forms of work and
the de-emphasis of the previously dominant full-time job. It is hard to ignore
the number of jobs that are short-term, temporary and not tied to a more tra-
ditional long-term psychological contract. Expectations of what an employer
provides or what an employee expects are under negotiation as we discover
new ways of doing business enabled by the fast-changing technological
environment.
The most radical new form of work arrangement has been informally
described as a ‘gig’ (i.e., part of the ‘gig economy’) and more formally
described as ‘platform mediated contracting’ (Spreitzer et al., 2017). In this
new work arrangement, workers contract for minutes, hours or days for
a job (or even a task, not a whole job) coordinated through a mobile app.
Employers are currently wrestling with how best to manage workers in this
type of relationship.
In addition to gigs, which may be the shortest employment relationships,
other more temporary forms of work that were once more peripheral in
organisations are now becoming more prevalent (e.g., part-time work, on-
call work, seasonal work, co-employment/agency work and contract work)
(Spreitzer et al., 2017). Organisations may have full-time workers working
alongside part-time workers, co-employment agency workers and contract
workers. Even the more traditional full-time regular employment model no
longer fits the mould of the twentieth century. Today, nearly 50% of full-time
workers do at least some of their work from remote locations (Mims, 2017).
The key theme that underlies all of these alternative work arrangements
is flexibility, both for the organisation and for the worker. The organisation
has the opportunity to adapt its staffing needs to the demands of a dynamic,
fast-paced environment. Workers have the opportunity to adapt their work

around their own needs and balance work and family life. At its extreme,
this means having few, if any, full-time workers. This is most apparent in
the number of employees in companies such as Google (57,100), Facebook
(17,048) and Apple (116,000). While these companies are ever-present in our
lives, they actually employ fewer full-time employees than most people
would guess. Unlike large manufacturing corporations of the 20th century
that employed hundreds of thousands of workers, many of the most influ-
ential companies in the high technology sector today employ far fewer. The
digital technology that exists today enables firms to employ fewer employees
full-time, and these companies have numerous options for filling in staffing
needs on a more just-in-time basis.
The trends described above have particular importance for the future of
the HRM function in organisations. HR programmes, policies and practices
developed for work in the twentieth century do not address the changing
needs of work and workers in the twenty-first century. Instead, new thinking
about how to manage human resources is warranted. However, old practices
that have been in place for decades are sometimes hard to dislodge in favour
of more innovative ones that facilitate work today.
And, while other functions in business have been quick to embrace
changes such as big data and data analytics to gain efficiencies in oper-
ations, HRM has been slow to join the bandwagon (SHRM Foundation,
2016). In some ways this is unsurprising, since the HRM function in busi-
ness has been considered secondary in importance to other business
functions such as finance, marketing and operations (e.g., Woods, 1996).
HRM has also been viewed as a ‘soft’ profession, more concerned about
‘touchy-feely’ practices that add little or no value to the bottom line of
the organisation than about ‘hard’ quantifiable results that directly impact
organisational effectiveness. There have been efforts over the years, many
originating in academia, to apply the quantitative and financial tools of
business to the HR function. Authors and researchers such as Wayne
Cascio, John Boudreau, Dave Ulrich and Jac Fitz-Enz have been emphatic
promoters of these methods, and with some success. However, many
organisations to date still operate under the old paradigm that HRM can-
not be a data-driven function.
We believe that three trends related to digital technology are, and will
continue to be, ‘dragging HRM into the twenty-first century’ and revolu-
tionising the way this function operates. These trends are (1) the growth of
big data in organisations, (2) the application of HR analytics throughout all
phases of the HR function, and (3) artificial intelligence (AI). Each of these
trends offers new possibilities for managing human resources and provid-
ing insights that heretofore have not been possible due to technical limita-
tions. But, while the possibilities for improving the management of human
resources are seemingly limitless, the potential for abuse and misuse must
be carefully considered.
The chapter is organised as follows. First, we describe each trend and the
necessary concepts and jargon that accompany it. This provides a general
introduction to the topic. Second, we describe how each trend has the poten-
tial to impact HRM. In many cases, we provide contemporary examples
of how organisations are exploring the use of a new practice related to the
trend. Third, we identify some of the challenges for HRM associated with
the trend. We conclude the chapter with a discussion of how the HR function
and HR professionals will change in the future.
1.2 What Is Big Data?

The first trend that we believe is currently having an impact on HRM and
will continue to do so into the future is the advent of big data. To the layman,
big data means lots of data; for example, the information collected by compa-
nies such as Amazon on consumers across the world. The sheer mind-bog-
gling amount of data a single company collects on individuals, in this case
consumers, is to most people the definition of big data. However, volume is
but one of three characteristics of big data (McAbee et al., 2017). Two other
equally important characteristics of big data are velocity and variety. Each of
these terms is defined next.
First, volume refers to the amount of data, or the sample size or the number
of cases (individuals) in an HRM context. It also refers to the number of vari-
ables (e.g., demographics, attitudes, attendance etc.) that might be collected
for use in HRM. Combined, large numbers of cases with large numbers of
variables result in big data. In addition, the technology to store and analyse
massive data sets is a defining feature of big data.
Second, velocity refers to the speed with which new data is generated.
For example, data generated by a health monitor worn 24 hours a day by
an individual provides a continuous flow of new information. And that is
just for a single individual. With many individuals and a myriad of metrics
(e.g., heart rate, products bought, payroll, sick days) per individual, the veloc-
ity of data generated increases exponentially. Together, the within-individ-
ual and between-individuals data generated by new devices, monitors and
other means of data collection defines an important characteristic of big data
as it applies in the HRM context.
Third, variety refers to the many different types of data that can be gener-
ated in today’s environment. Data can come in a variety of forms: structured,
semi-structured and unstructured. Structured data is the more traditional
format; it is basically anything that can be put into relational databases and
organised in such a way that it relates to other variables via tables (Dontha,
2017). In an HRM context, this might include information collected on an
attitude survey using a Likert-type scale format. Semi-structured data has
some structure to help manipulate and analyse it, but it requires analysts to
fill in the gaps, such as data collected from the email accounts of employees
used to study interaction patterns. Unstructured data, on the other hand,
places the burden on the analyst to make sense of it and impose a struc-
ture, such as hours of continuous video, recorded human speech and so on.
Unstructured data is anything that cannot be put into relational databases
in such a way that it relates to other data via tables. Variety also refers to the
different sources from which data may originate: internal to the organisation
vs. external to the organisation, publicly available vs. private, actively gener-
ated vs. passively generated.
Big data provides new opportunities for HRM. Rather than guessing,
using intuition or simply copying what other companies are doing, big data
makes it possible for the HR function to become more data-driven. These
opportunities for HRM will be discussed next.
1.3 Big Data Opportunities for HRM

Big data has the potential to affect all aspects of HRM: from recruiting and
selection to performance management, and training and development.
Information on employees can be collected actively and supplied by employ-
ees themselves, or collected passively and obtained by scouring the internet.
Social networking sites, such as Facebook and LinkedIn, are an obvious
source of big data that is already being utilised by companies for both recruit-
ing and selection purposes. Companies can search the internet to source can-
didates for jobs from virtually anywhere in the world. Data collected from
social networking sites and other traces left by applicants on the internet may
also be used as a non-traditional source of more traditional biodata typically
collected during the recruiting and selection process. For example, McAbee
et al. (2017) describe how personality researchers are using big data from
social media sites to assess personality types of potential applicants. Rather
than having applicants complete typical survey-based personality measures,
researchers have found that data collected from social media sites can be
used to reliably assess personality types and that these assessments correlate
well with both self-reports and assessments made by others.
There is a long-established body of research in industrial/organisational
psychology that has shown how biodata is an effective predictor of impor-
tant outcomes such as job performance (average validity = 0.35) (Schmidt
and Hunter, 1998). In the past, biodata was typically collected through a self-
report questionnaire. Now, with big data available on the internet, organisa-
tions may collect the information unobtrusively. Similarly, other selection
predictors, such as weighted application blanks (Kaak et al., 1998), that his-
torically used information supplied through a standard job application form
can now be replaced by big data availability. As McAbee et al. (2017) point
out, big data also can be used to pre-populate job application forms in the
initial stages of selection, changing the role of applicant from ‘information
provider’ to ‘fact checker’. This will put increasing pressure on organisations
to verify information that is obtained in this manner, and for applicants to
have opportunities to verify information they do not supply themselves.
With large amounts of personal information available on virtually every-
one on the internet, there is much potential for illegal discrimination. For
example, if a photo has ever been shared, an employer could easily use illegal
information (e.g., race or sex) in making employment decisions. To counter
this possibility, companies are emerging to ensure that hiring processes do
not include potentially biasing information. Blendoor (blendoor.com), which
has been described as a reverse Tinderlike app, takes candidate information
and hides photos, name, age, employment history and criminal background,
passing on only qualifications to potential employers. Presumably, this helps
ensure that only job-related information is considered in the employment
process.
Large data clearinghouses also are emerging that allow applicants to have
their qualifications tested and then sent to employers, similarly to the way
that high school students are tested for college entrance and then results are
sent to specified colleges and universities. Redfash tests and interviews can-
didates once, and then results are sent to employers of their choice (Lindzon,
2016). This type of platform has the potential to eliminate time-consuming
and costly pre-employment phases for employers, and candidates going
through basically the same pre-employment interview over and over again
in the pursuit of employment. While Redfash is tailored to the high tech
industry, undoubtedly other industries will follow.
Biometric data (unique physical or behavioural characteristics such as
fingerprints or voice patterns) obtained from wearables such as Microsoft
Band 2 and the Jawbone UP3 provide unobtrusive measures that could be
useful for hiring and other purposes. Mundell, Vielma and Zaman (2016)
found that by using galvanic skin response, or measuring ‘sweat’ under
low stress conditions, they were able to predict which participants in their
study would perform well under high stress conditions. Over 130 million
people track this data through wearables, making it an efficient data collec-
tion source (Zaman, 2016). Furthermore, while employers cannot ask appli-
cants about their medical history, fitness trackers are not considered medical
devices, so they represent a legal source of employee data (of course, assum-
ing informed consent and ethical use).
The National Basketball Association (NBA) uses biometric data collected
through wearables on players to manage their performance and prevent inju-
ries (Knowledge at Wharton, 2017). They track player movements both on the
basketball court as well as off the court, monitoring information about their
diets and assessing potential indicators of fatigue such as saliva. Because
there is a correlation between fatigue and injury, these biometrics provide
valuable data for managing player minutes and resting them for maximum
performance. Similar measures could be used in other occupations where
fatigue plays a role in accidents and loss of life (e.g., long-haul truck driv-
ers, airline pilots and so on). Companies such as Deloitte are using travel
data, billing hours and other human performance data to help employees
improve their levels of energy, wellness and business performance (Collins
et al., 2017).
Real-time performance management and feedback are now possible due
to the availability of big data. For example, Delta Air Lines uses a system to
provide many of its pilots with objective feedback regarding their level of
flying skills almost immediately after takeoff and touchdown (Pasztor, 2017).
Because of the length of some of their jets, the planes’ tails are vulnerable to
damage if the nose is raised too quickly or too high or if landing speeds are
not precise; consequently, this type of performance feedback is extremely
valuable. Since feedback that is objective and timely has the most impact on
improving performance, this type of technology holds promise for jobs that
have similar human–machine interactions.
Analysing large volumes of unstructured data, such as employees’ emails,
online calendars and chat logs, as well as capturing employee physical
movements (like the NBA) helps some employers better understand com-
munication patterns and the flow of information, making it possible to
improve operations by changing both social as well as physical structures.
Companies such as BCG have asked employees to voluntarily wear sensor-
laden ID badges that track who they talk to, how much time they spend
in conversation, and other data that allows them to improve team perfor-
mance (Gee, 2017). This helped the company to cut down on time-consum-
ing meetings, vague emails and unnecessary training sessions. In addition,
BCG designed a town-square style lounge area, provided free breakfast and
lunch, and encouraged employees to stop for coffee and snacks throughout
the day, all in order to create more random commingling opportunities to
promote efficiency.
McAbee et al. (2017) report a study in which unstructured data in the
form of videos was collected as part of a training intervention to improve
safety at an organisation. In an attempt to improve the efficiency of ware-
house operations, the company developed a training programme teaching
employees the best ways to handle various operations. After the training,
efficiency did indeed improve. As part of the study, video cameras in the
warehouse recorded employees’ behaviours during their shifts, and later
analyses revealed that while the employees were working more efficiently,
they were doing so by taking shortcuts and increasing safety risks. These
analyses led to further training to ensure that efficiency was not obtained at
the expense of safety.
Clearly, these examples represent only the tip of the iceberg when it comes
to the possibility of big data use in HRM. These uses have the potential to
increase both efficiency and effectiveness in operations, and can have an
impact on individuals, groups and entire organisations. However, as more

and more data are collected on virtually all aspects of employees’ lives, it
is incumbent upon organisations to ensure that individuals’ rights are pro-
tected. Challenges associated with big data are discussed next.
1.4 Big Data Challenges for HRM

While there are many opportunities for HRM afforded by big data, there
also are many challenges that must be considered when we quantify all
aspects of employees in organisations. Proponents of big data have made
many claims that are overstatements at best and unfounded at worst; for
example, that
big data produces uncannily accurate results; that every single data
point can be captured making old statistical sampling techniques obso-
lete; that it is passé to fret about what causes what, because statistical cor-
relation tells us what we need to know; and that scientific or statistical
models aren’t needed because … with enough data, the numbers speak
for themselves.
(Harford, 2014)
Big data does not guarantee good inferences. Tim Harford describes
how several years ago, Google attempted to predict the spread of influenza
based upon individuals’ searches on the Centers for Disease Control. Using
algorithms that scoured search terms such as ‘flu symptoms’ or ‘pharma-
cies near me’ looking for patterns, Google tracked the outbreak by finding a
correlation between what people searched online and whether they had flu
symptoms. After several winters of good predictions, their estimates of the
spread of flu-like illnesses were overstated by almost a factor of two. With no
underlying theory and no hypotheses, Google Flu Trends was bound to fail
at some point. Correlation is not causation.
While big data provides virtually limitless possibilities for collecting and
using data for HRM, both researchers and practitioners are cautioned to con-
sider a set of criteria for judging what data to use. Data can be classified
as (1) ‘can get’, meaning it may be possible to obtain or acquire the data,
(2) ‘useful’, meaning the data is useful for decision making or a manage-
ment purpose in HRM, (3) ‘legal’, meaning it is legal to use the data for HRM
decision making and management and (4) ‘ethical’, meaning the data has
been acquired with informed consent and is used appropriately in an organ-
isational context. Although the data may be available, this does not mean
you should use it. Before obtaining and using data for decision making and
management in HRM, it should pass all four tests.
Useful data in an HRM context means that it should have some relation
to improving job and operational performance. Wright (2008) presents a
strategic HRM model that gives researchers and practitioners guidance on
deciding what data is useful. First, data regarding characteristics of HR pro-
grammes, practices and policies that cover the basic functions of HR is useful
data (e.g., recruitment, selection, training, development, performance man-
agement, rewards, communication). Second, data regarding ‘what employ-
ees have’, meaning knowledge, skills, abilities, competencies and social
capital, is useful data. Third, data regarding ‘what employees feel’, meaning
attitudes such as motivation, commitment, engagement and satisfaction, is
useful data. Fourth, data regarding ‘what employees do’, or behaviours such
as task behaviour, discretionary behaviour, counterproductive behaviour,
attendance and turnover, is useful data. HRM data can then be linked with
databases from other areas of the organisation (e.g., customer outcomes –
satisfaction, retention; operational outcomes – productivity, quality, shrink-
age, accidents; financial outcomes – expenses, revenues, profits) to provide
insights into causal relations that lead to organisational/business success.
Legal data in an HRM context means that it complies with various equal
employment opportunity and labour laws. While there are myriad laws
providing regulations on how data is used in HRM (and they should be
consulted for specifics), one general rule for guiding researchers and practi-
tioners is to determine whether it is (1) job-related and (2) necessary for the
successful functioning of the business (Grover, 1995).
Ethical data in an HRM context means that it is collected with consent
and used appropriately to manage people and make business decisions.
Universities require their researching faculties to submit proposed stud-
ies to an institutional review board (IRB) to ensure that the potential for
harm to participants is minimised. Researchers are trained in what prac-
tices are acceptable, and their proposed research studies are subjected
to peer review before receiving approval. However, organisations rely
more on professional behaviour and self-monitoring when doing simi-
lar research, but focused on organisational needs. With more access to
personal data, even medical information provided by such devices as
Fitbits that monitor health status, the potential for abuse seems large.
Three issues are extremely important in collecting data from employ-
ees: (1) privacy/confidentiality – individuals should have the ability to
manage the flow of private information used by organisations, (2) trans-
parency – individuals should be able to see how their data will be used
and (3) informed consent – individuals should have the ability to either
opt in or opt out of data collection on them. Guenole and Ferrar (2014)
summarised these requirements of HR data collected on individuals:
(1) providing feedback about the data from those who are affected, (2) giv-
ing individuals the option to share personal data or relying on an opt-in
policy, (3) recognising the benefits to those affected and (4) ensuring trans-
parency in data collection (or FORT for short).
In all of the hype surrounding big data, oftentimes proponents downplay

or fail to mention the difficulty of simply obtaining the needed data (Jagadish
et al., 2014). Several problems typically arise. First, not all data is ‘clean’ and
usable, meaning it is ready to input into some type of analytical software.
It may take a considerable amount of time, as well as the expertise of a data
analyst, to prepare data for use. Second, data quality is sometimes ignored
in the rush to obtain quick results. There is a well-established tradition in the
social sciences of assessing the reliability (consistency of measurement) as
well as validity (whether a measure is truly capturing what it is intended to
measure) of measures used in analyses. These same systematic assessment
procedures are needed when big data and workforce analytics are the focus
as well. Third, obtaining databases from other areas in a business to link
with workforce data may involve both political issues (e.g., protecting territo-
ries) as well as merging different types of data created using different types
of software. This can be quite messy and time-consuming as well.
As can be seen from the discussion of big data, there are many opportuni-
ties and challenges that HR professionals and researchers must address. HR
analytics, which is discussed next, may use big data, but as Peter Cappelli
(2017) has noted, much HR data does not fall into that category. HR analytics
reflects a growing trend in HR to move toward a more data-driven organisa-
tional function. We discuss it next.
1.5 What Is HR Analytics?

HR analytics refers to management that uses data as evidence to improve
both the effectiveness and the efficiency of the people side of the business.
More formally stated, Marler and Boudreau (2017) define HR analytics as ‘a
HR practice enabled by information technology that uses descriptive, visual,
and statistical analyses of data related to HR processes, human capital,
organisational performance, and external economic benchmarks to establish
business impact and enable data-driven decision-making’ (p. 15).
More broadly, HR analytics is part of a movement in both academia and
business to promote an evidence-based approach to management. A consor-
tium of researchers at the Center for Evidence-Based Management (CEBM)
(Barends et al., 2015) argue the following about evidence-based approaches:
‘Evidence-based practice is about making decisions through the consci-

entious, explicit, and judicious use of the best available evidence from
multiple sources by (1) Asking: translating a practical issue or problem
into an answerable question, (2) Acquiring: systematically searching for
and retrieving the evidence, (3) Appraising: critically judging the trust-
worthiness and relevance of the evidence, (4) Aggregating: weighing and
pulling together the evidence, (5) Applying: incorporating the evidence

into the decision-making process, and (6) Assessing: evaluating the out-
come of the decision taken – to increase the likelihood of a favorable out-
come.’ Evidence comes from four primary sources: (1) scientific evidence:
findings from published scientific research, (2) organizational evidence:
data, facts, and figures gathered from the organization, (3) experiential
evidence: the professional experience and judgment of practitioners, and
(4) stakeholder evidence: the values and concerns of people who may be
affected by the decision. (p. 4)
Many business analytics efforts focus on organisational evidence alone,

but to truly reap the benefits of this approach to management, the best avail-
able evidence from multiple sources, including scientific, experiential and
stakeholder evidence, must also be considered. An early Google venture
into HR analytics demonstrates why multiple sources of evidence should be
considered (Pfeffer and Sutton, 2011). For many years, leaders at the com-
pany felt that technical expertise was the most important trait for effective
managers to have. Managers were thought to be best when they left their
employees alone to do their work and only intervened to provide techni-
cal assistance when needed. However, when the workforce analytics team
reviewed company data, they found that employees rated technical expertise
last among eight qualities of an effective manager. Instead, effective manag-
ers were found to have attributes such as staying even-keeled, asking good
questions, taking time to meet with people, and caring about employees’
lives and careers. As Pfeffer and Sutton (2011) point out, Google’s data-driven
inductive approach identified many attributes that had already been studied
in the research literature and found to be effective. Perhaps both a theory-
driven and a data-driven approach could have saved time and money.
HR analytics is not really new to the profession, but advances in technol-
ogy have expanded its potential to improve efficiency and effectiveness.
Dating back to the 1940s, a few large companies were using what today we
call analytics to improve selection and talent management (Lawler, 2015).
Today, information technology makes collecting and analysing data acces-
sible to virtually any organisation, regardless of size. Additionally, new
sources of data that were not possible to analyse in the last century can now
be explored for new insights to improve people management. For example,
data collected from wearable technology, email, online calendars and other
sources of unstructured data provides opportunities for understanding
employee behaviour and improving performance in ways that were not pos-
sible in the past.
Today, HR analytics encompasses a number of tools and approaches to
using data for decision making and management of people in organisations.
These tools and approaches have been labelled as: (1) descriptive – what
happened? (2) diagnostic – why did it happen? (3) predictive – what will hap-
pen? and (4) prescriptive – what should we do? (Roberts, 2016). Descriptive
analytics provides data and insight into what has happened in the past.
Examples of descriptive HR analytics include monthly, quarterly, or annual
turnover rates, hiring rates by department, number of promotions and so
on. Descriptive analytics can be used to answer surface-level questions
such as: What is the average time it takes for employees to be productive
in the entry-level management job? Diagnostic analytics provides data and
insight into why something happened. Diagnostic analytics can be used to
answer deeper-level questions, such as: Why is turnover higher in our Iowa
stores? Predictive analytics provides data and insight into what may hap-
pen in the future. Examples of predictive HR analytics include predicting
which employees may leave the organisation, which applicants will be good
job performers, how changes in incentive systems will affect product sales,
which employees may be injured on the job, and so on. Prescriptive analytics
provides data and insight into what actions should be taken. For example, an
internal organisational study might demonstrate that one method of training
is more effective than an alternative and should be used with line workers.
1.6 HR Analytics Opportunities for HRM

A 2017 survey by Deloitte of human capital trends found that 71% of compa-
nies said people analytics was a high priority in their organisations, but only
8% of the companies surveyed reported that they have usable data, and only
9% believe that they have a good understanding of what talent dimensions
drive performance in their organisations (Walsh and Volini, 2017). However,
a few companies have led the way in linking employee attitudes and behav-
iours with bottom-line results, most notably Sears in the 1990s (Rucci et al.,
1998) and Lowe’s in the 2000s (Coco et al., 2011). What sets them apart from
the companies surveyed in the Deloitte study is an overarching framework
to guide their data collection and analyses.
Linkage research developed for service organisations provides a useful
starting point for identifying important HR factors that affect business out-
comes. This type of research identifies those elements of the work environ-
ment that are connected, or linked, with important organisational outcomes,
including both customer satisfaction and financial performance (Pugh et al.,
2002). What is especially useful about this type of research is that it inte-
grates functional areas across the organisation, providing managers with a
common language and framework for a holistic approach that focuses on the
shared objective of serving the customer. This framework provides guidance
in identifying those practices where improvements matter most for customer
satisfaction and predict future firm performance.
Wright (2008) provides a more general strategic HRM framework that
can be adapted to specific organisations to provide guidance in developing
workforce analytics efforts. It lays out a logical sequence showing possible

linkages between various HR practices and intermediate and bottom-line
outcomes. HR analytics offers insight into making better decisions in com-
plex systems of complementary policies and procedures in an organisation.
A strategic HRM framework like that proposed by Wright enables workforce
analytics efforts to consider these broader systemic effects.
The HR strategy supports and reinforces the organisation’s strategy by
bundling a configuration of HR programmes, practices and policies (recruit-
ment, selection, training etc.) that affect employees in three ways. First, the
HR strategy affects what employees have (knowledge, skills, abilities, com-
petencies, social capital). Second, the HR strategy affects what employees
feel – or attitudes (motivation, commitment, engagement and satisfaction).
Together, what employees have and what they feel affects what they do – or
behaviour (task behaviour resulting in job performance, discretionary behav-
iour or going beyond what is specified in the job description, counterproduc-
tive behaviour or working at odds against organisational functioning, and
attendance and turnover). What employees do affects important operational
and customer outcomes. For example, employee behaviours can directly lead
to increased customer satisfaction and customer retention. Alternatively,
employee behaviours may directly affect operational outcomes (such as pro-
ductivity, quality, shrinkage and accidents) and indirectly affect customer
satisfaction and retention. Finally, both customer outcomes and operational
outcomes have an impact on the organisation’s bottom-line–financial out-
comes (expenses, revenues, profits).
HR analytics begins with translating a practical issue or problem into an
answerable question. The CEBM recommends a procedure for formulat-
ing answerable questions that can easily be applied to workforce analytics
(Center for Evidence-Based Management, 2013). This procedure uses the
acronym PICOC to depict the five parts of an answerable question. ‘P’ refers
to the population: Who is the relevant population of interest? For exam-
ple, in a hospital, you may focus on the nursing staff as the population of
interest. ‘I’ refers to the intervention, the what or the how. For example, in
a hospital, you may be concerned with a new procedure to reduce patient
response times. ‘C’ refers to comparison: compared with what? For example,
in a hospital, you may be comparing the new procedure with the status quo.
‘O’ refers to outcome: what are you trying to accomplish or improve? For
example, in a hospital, you may be concerned about patient response times
and patient satisfaction. And the last ‘C’ refers to context: in what kind of
organisation/circumstances does this apply? For example, in a hospital, you
may be focused on the intensive care unit. Mapping out the components of
an answerable question helps ensure that HR analytics efforts will not be
deployed in fruitless pursuits.
HR analytics has been used by companies to address a wide variety of
management issues (Walsh and Volini, 2017). A hospital used analytics
to understand how management and people issues contribute to patient
outcomes. A sales organisation developed a model of factors contributing to

sales productivity, which allowed them to predict and diagnose problems,
specify training solutions and improve the hiring process. A retail organ-
isation used analytics to study employee and customer traffic patterns in
its stores, which enabled the organisation to better position staff to increase
customer purchases.
Because the range of questions that can be addressed by HR analyt-
ics is large, and because some questions are more important than others to
invest resources in to study, organisations need to identify what Boudreau
and Ramstad (2007) describe as ‘pivotal’ talent pools or ‘pivotal’ processes.
Pivotal refers to areas of an organisation where investments in HRM can have
the largest return, or the biggest bang for the buck. And sometimes, what
is pivotal is not the most obvious. They provide the example of the Mickey
Mouse character and the street sweeper jobs at Disney theme parks. While
the Mickey Mouse character (a person wearing the costume) is important,
investing more in improving their job performance is less pivotal than for the
street sweeper. Why? Because the street sweeper often serves as a guest rela-
tions person, helping park attendees with directions, recommendations and
so on in addition to keeping the streets clean. Therefore, investing more in the
improvement of street sweeper performance (e.g., training in customer rela-
tions) has greater potential for return than investing more in Mickey Mouse
character performance. Two questions that help identify pivotal talent pools
or processes are: (1) Will improvements, changes or other types of interven-
tion help the organisation reduce costs? and (2) Will improvements, changes
or other types of intervention help the organisation increase revenues?
Foot Locker provides a case study in how to conduct a systematic HR ana-
lytics project resulting in actionable results and improvements in the bot-
tom line (Strange, 2016). Its HR analytics project can be broken down into
six steps: (1) An organisational problem creates concern. Review previous
research for guidance, (2) Analyse the organisational context and constraints,
(3) Formulate a trial solution, (4) Design study/programme to deal with the
problem, (5) Analyse the results and (6) Take action based on the analysis.
Step 1: An organisational problem creates concern. Review previous

research for guidance. The problem that created concern at Foot
Locker was high store turnover, lower sales growth and higher
training costs.
Step 2: Analyse the organisational context and constraints. Foot Locker
attracted more than 1.5 million applicants across more than 3400
locations each year and wanted to increase sales per hour. They felt
that by improved selection, they could improve team retention and
improve the customer experience.
Step 3: Formulate a trial solution. Foot Locker enlisted an HR analytics con-
sulting firm to help them streamline their hiring process – especially
for part-time workers. They also used predictive analytics to identify

ideal in-store worker behaviours. From this, they were able to develop
a combination online assessment and in-store interview process that
was much more efficient.
Step 4: Design study/programme to deal with the problem. The HR
analytics team presented a budget and plan for a pilot study. They
gained leadership support and implemented an 18-month pilot pro-
gramme beginning in 2011 using stores that were most representa-
tive of the company’s general customer populations.
Step 5: Analyse the results. If the results are positive, report and ‘sell’
them to leadership. Then, implement the results and transfer knowl-
edge throughout the organisation. If the results are negative, look for
usable side-products/research ideas, justify the need for additional
research and go back to step 3 – formulate a trial solution.
Step 6: Take action based on the results. In the case of Foot Locker, the
results were positive, and senior leadership gave the green light to
implement the new selection process across all of their stores.
Organisations have only begun to tap the potential of HR analytics for

improving people management. And, while there are many opportunities
to apply HR analytics, there are many obstacles that also must be overcome
before this trend becomes more widespread. Some of those obstacles to
implementation and acceptance of HR analytics are discussed next.
1.7 Challenges of HR Analytics for HRM

HR analytics provides many opportunities for improving the effective-
ness and efficiency of people operations; however, there are substantial
challenges that must be addressed to reap the potential gains. The most
immediate challenge is simply getting good, high-quality, usable data.
Once you have the good data, the challenges then shift to how you conduct
analyses. Simple correlations can be useful, but also misleading; conse-
quently, it is important to use scientific research principles to ensure proper
interpretation.
Just because data is available, this does not mean that it is good data.
Attention needs to be paid to obtaining clean and reliable data both in HR
and across the organisation. Consistent, timely and accurate data is a nec-
essary condition for sound HR analytics. Multiple databases in different
formats across functions raise integration issues. Furthermore, simply nego-
tiating interdepartmental politics can be an impediment to getting an HR
analytics programme off the ground.
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Series, Complete. Beautifully Illustrated with page and other
Engravings.
4. Bunyan’s Pilgrim’s Progress (from this World to that which is
to Come). A New Edition, with a Memoir. Illustrated with 100
Engravings by the Brothers Dalziel.
5. Orange Blossoms. A Book for all who have worn, are
wearing, or are likely to wear them. Edited by T. S. Arthur.
With Illustrations.
6. Julamerk; or, The Converted Jewess. By the Author of
“Naomi.” With numerous Illustrations.
7. Martyrs of Carthage; or, The Christian Converts. A Tale of the
Times of Old.
8. Margaret Catchpole, the Suffolk Girl. By the Rev. R.
Cobbold.
9. Modern Accomplishments; or, The March of Intellect. By
Catherine Sinclair.
10. Mary Bunyan, the Dreamer’s Blind Daughter. By Sallie
Rochester Ford.
11. Aunt Jane’s Hero, and Stepping Heavenward. By E.
Prentiss, Author of “The Flower of the Family.”
12. Faith Gartney’s Girlhood, and A Summer in Leslie
Goldthwaite’s Life. By the Author of “The Gayworthys.”
13. Little Women, and Good Wives. Being Stories for Girls. By
Miss L. M. Alcott.
14. The Lamplighter; or, An Orphan Girl’s Struggles and
Triumphs. By Miss Cumming. Illustrated.
15. Queechy. By the Author of “The Wide, Wide World.”
16. The Wide, Wide World. By Miss Wetherell. Illustrated.
17. Uncle Tom’s Cabin; or, Life among the Lowly. By Mrs.
Harriet Beecher Stowe. Illustrated.
18. Maternal Counsels to a Daughter. By Mrs. Pullan.
19. Mothers of Scripture. Showing their Influence on their Sons.
20. The School-Girl in France. By Miss McCrindell.
Gift Books for Young People.
BOOKS AT THREE-AND-SIXPENCE—continued.
Jules Verne’s Stories.

Crown 8vo, elegant cloth gilt, 3s. 6d. each. Double Volumes.
1. The Adventures of Captain Hatteras. Containing The English

at the North Pole, and The Ice Desert. With Six Coloured
Pictures.
2. Twenty Thousand Leagues Under the Sea. First and Second
Series, complete. With Six Coloured Pictures.
3. The Wonderful Travels. Containing A Journey into the Interior
of the Earth, and Five Weeks in a Balloon. With Six Coloured
Pictures.
4. The Moon Voyage. Containing From the Earth to the Moon,
and Round the Moon. With Five Coloured Pictures.
Beeton’s Erckmann-Chatrian Library. Illustrated, cloth gilt, gilt

edges, 3s. 6d. each. For List see “Books at 2s. 6d.”
Andersen’s Popular Tales for Children. With many full-page and
other Illustrations. Crown 8vo, cloth gilt, 3s. 6d.
Andersen’s Stories for the Young. With many full-page and
other Illustrations. Crown 8vo, cloth gilt, 3s. 6d.
The Animal Picture Book for Kind Little People. With large
Coloured Pictures. Folio, cloth, plain, 3s. 6d.
Aunt Fanny’s Nursery Tales and Rhymes. With full-page
Illustrations printed in Colours. 4to, cloth gilt, 3s. 6d.
Aunt Fanny’s Pretty Picture Book. With full-page Illustrations
printed in Colours. 4to, cloth gilt, 3s. 6d.
The Book of Animals. With Nine Coloured Illustrations by
Harrison Weir (printed by Leighton Brothers) and other
Engravings. Folio, cloth plain, 3s. 6d.
Ann and Jane Taylor’s Poetry for Children. Containing the
Original Poems, Hymns for Infant Minds, and Rhymes for the
Nursery. With many Illustrations. Crown 8vo, cloth gilt, 3s. 6d.
Sacred Stories for Sunday Hours; or, Scripture Narratives from
the Old Testament. With Coloured Pictures. Crown 8vo, cloth
gilt, 3s. 6d.
The Children’s Forget-me-Not. A Book of Pictures and Stories
for the Young. Royal 4to, cloth gilt, 3s. 6d.
Webster’s Universal Pronouncing and Defining Dictionary of
the English Language. Condensed from Noah Webster’s
Large Work, with numerous Synonyms, carefully
discriminated by Chauncey A. Goodrich, D.D., Professor In
Yale College. To which are added, Walker’s Key to the
Pronunciation of Classical and Scriptural Proper Names, a
Vocabulary of Modern Geographical Names, Phrases and
Quotations from the Ancient and Modern Languages,
Abbreviations used in Writing, Printing, &c. 664 pages. Demy
8vo, cloth, 3s. 6d.
Getting On in the World; or, Hints on Success in Life. By William
Mathews. Series I. and II., complete. Crown 8vo, cloth gilt,
3s. 6d.
Beeton’s Public Speaker. Containing the Remarkable Speeches
of the World’s Greatest Orators. Crown 8vo, cloth gilt, 3s. 6d.
Religious and Moral Gift Books.
The Christian Life Series.

Crown 8vo, cloth gilt, handsome binding, 3s. 6d. each.
1. The Christian Year. Thoughts in Verse for the Sundays and
Holy Days throughout the Year. By John Keble.
2. Life Thoughts. By Henry Ward Beecher. Red border lines.
3. The Christian Life. Bible Helps and Counsels for Every Day
throughout the Year. Red border lines.
4. Religion and Science. A Series of Sunday Lectures on the
Relation of Natural and Revealed Religion; or, The Truths
Revealed in Nature and Scripture. By Joseph le Conte.
5. The Perfect Life. By William E. Channing.
6. Sacred Heroes and Martyrs. By J. T. Headley. Revised and
Edited by J. W. Kirton.
BOOKS AT THREE SHILLINGS.
Golden Childhood for Christmas, 1875. Beautiful Pictures,

Pretty Stories, Songs for the Little Ones, Fairy Tales, Nursery
Rhymes, with Music for the Piano. With a set of Paper
Patterns for a Complete Dolly’s Outfit. Imperial 16mo, boards,
3s.
Merry Sunbeams: The “Golden Childhood” Annual for Christmas,
1876. With Charming Pictures, Pretty Stories, Fairy Tales,
Children’s Songs with Music, &c. Imperial 16mo, boards, 3s.
Golden Childhood. 1877 Volume. Much Enlarged and Improved.
Imperial 16mo, picture boards, 3s.
The Child’s Famous Picture Book. With many Illustrations. Folio,
cloth gilt or wrapper boards, 3s.
BOOKS AT TWO SHILLINGS AND SIXPENCE.

The Young Ladies’ Library.
Crown 8vo, cloth gilt, 2s. 6d. each.
1. Sunshine and Rain; or, Blanche Cleveland. By A. E. W. With
Eight full-page Illustrations.
2. Roses and Thorns; or, Five Tales of the Start in Life.
3. Bible Narratives; or, Scripture Stories. By the Rev. Frederick
Calder, M.A. Illustrated.
4. Pleasure and Profit; or, Lessons at Home. With Eight
Illustrations.
5. Country Pleasures; or, The Carterets. By A. E. R. With Eight
full-page Illustrations.
6. Stories of Courage and Principle; or, Fit to be a Duchess. By
Mrs. Gillespie Smyth. 8 full-page Illustrations.
7. Who are the Happy Ones? or, Home Sketches. By the Author
of “Quiet Thoughts for Quiet Hours,” &c. With Eight full-page
Illustrations.
8. The Progress of Character; or, Cliffethorpe. By H. Power.
With Eight full-page Illustrations.
9. What can She Do? By the Rev. E. P. Roe, Author of “From Jest
to Earnest,” &c.
Entertaining Presentation Volumes.
BOOKS AT TWO-AND-SIXPENCE—continued.
Beeton’s Erckmann-Chatrian Library.

Handsomely bound in cloth gilt, plain edges, 2s. 6d. Those volumes marked
thus (*) are beautifully Illustrated.
*1. Madame Therese.

2. The Conscript.
3. The Great Invasion of France.
4. The Blockade.
*5. The States-General, 1789.
*6. The Country in Danger, 1792.
7. Waterloo.
*8. The Illustrious Dr. Matheus.
*9. Stories of the Rhine.
*10. Friend Fritz.
*11. The Alsacian Schoolmaster.
*12. The Polish Jew.
13. Master Daniel Rock.
14. War.
*15. Year One of the Republic, 1793.
*16. Citizen Buonaparte, 1794–1815.
*17. Confessions of a Clarionet Player.
*18. The Campaign in Kabylia.
*19. The Man Wolf.
*20. The Wild Huntsman.
Beeton’s Library of Humour.

Post 8vo, cloth, price 2s. 6d. each.
1. The Innocents Abroad; or, The New Pilgrim’s Progress. By
Mark Twain.
2. Bret Harte. Complete Tales.
3. Out of the Hurly-Burly. By Max Adeler. With 400 humorous
Illustrations by A. B. Frost.
4. Artemus Ward: His Book, and Among the Mormons.
5. Hood’s Whims and Oddities. Illustrated.
7. Lowell’s Biglow Papers and Saxe’s Poems.
8. Back Log Studies, and My Summer in a Garden. By C. D.
Warner.
9. Riddles and Charades.
10. American Drolleries. Containing The Jumping Frog and
Screamers. By Mark Twain.
11. Artemus Ward’s Letters to Punch, and Mark Twain’s
Practical Jokes.
12. Funny Stories, and Humorous Poems. By Mark Twain and
O. W. Holmes.
13. Josh Billings’ Sayings, and Major Jack Downing.
18. Elbow Room. By the Author of “Out of the Hurly-Burly.”
Humorously Illustrated by A. B. Frost.
19. Helen’s Babies, and Other People’s Children. By John
Habberton. With 16 full-page Illustrations.
20. Grown Up Babies, and Other People. By John Habberton.
Illustrated.
Good Tone Books.
The Good Tone Library.

Post 8vo, elegantly bound, cloth gilt, price 2s. 6d. each.
1. The Prince of the House of David. By Rev. J. H. Ingraham.
New Edition, with Coloured Frontispiece.
2. The Wide, Wide World. By Miss Wetherell, Author of
“Queechy,” &c. New Edition, Coloured Frontispiece.
3. Queechy. By Miss Wetherell, Author of “The Wide, Wide
World.” New Edition. Coloured Frontispiece.
4. Melbourne House. By Miss Wetherell, Author of “Queechy,”
&c. New Edition. With Coloured Frontispiece.
The Children’s Forget-me-Not. A Book of Pictures and Stories

for the Young. Royal 4to, boards, handsome floral design, 2s. 6d.
Bunyan’s Pilgrim’s Progress from this World to that which is
to Come. With a Memoir of the Author by H. W. Dulcken, Ph.D.
100 page and other Illustrations by Thomas Dalziel, engraved by
the Brothers Dalziel. Cloth, bevelled boards, gilt, 2s. 6d.
Christian Year (The). Thoughts in Verse for the Sundays and
Holy Days throughout the Year. By John Keble.
Webster’s Improved Pronouncing Dictionary of the English
Language. Condensed and Adapted to English Orthography and
Usage, with Additions from various Accredited Sources, by
Charles Robson. To which are added, Accentuated Lists of
Scriptural, Classical, and Geographical Proper Names. Fcap. 4to,
cloth, 2s. 6d.
Webster’s Dictionary of Quotations: A Book of Ready
Reference to all the Familiar Words and Phrases in the English
Language. With a copious Index. Crown 8vo, cloth gilt, 2s. 6d.
The Good Shepherd: or, The Story of Jesus and His Apostles,
for the Young. With Coloured Pictures. Imperial 16mo, cloth gilt,
2s. 6d.
Charles Lamb’s Elia and Eliana. New Edition, with Portraits.
Fcap. 8vo, cloth, 2s. 6d.
The Language and Poetry of Flowers. With a Complete
Vocabulary, Quotations, Meanings, Flower Language, and a
Collection of Poems illustrating the Nature, Beauty, Sentiments,
Teachings, and Associations of the Floral World, &c. Coloured
Pictures and other Illustrations. Fcap. 8vo, cloth gilt, red edges, 2s.
6d.
Ward, Lock, & Co.’s 2s. 6d. Novels.

In neat cloth gilt binding, 2s. 6d. each.
1. The Scottish Chiefs. By Miss Jane Porter.
2. Never Again. By W. S. Mayo.
3. Margaret Catchpole. By Rev. R. Cobbold.
4. The Improvisatore. By Hans Christian Andersen.
5. Arthur Bonnicastle. By J. G. Holland.
6. Margaret. By Sylvester Judd.
7. Evelina. By Madame D’Arblay.
8. Gambler’s Wife. By Mrs. Grey.
9. Kiddle-a-Wink; or, The Three Guests. By the Author of “Olive
Varcoe,” &c.
10. The Berber. By W. S. Mayo.
11. Barriers Burnt Away. By Rev. E. P. Roe.
Useful Works and Children’s Present Books.
Beeton’s “All About It” Books.

Now Ready, handsomely bound, price 2s. 6d. each.
1. All about Cookery: Being a Dictionary of Every-day Cookery.
By Mrs. Isabella Beeton.
2. All about Everything: Being a Dictionary of Practical Recipes
and Every-day Information. An entirely New Domestic
Cyclopædia, arranged in Alphabetical Order, and usefully
Illustrated.
3. All about Gardening: Being a Dictionary of Practical
Gardening.
4. All about Country Life: A Dictionary of Rural Avocations, and
of Knowledge necessary to the Management of the Farm, &c.
5. All about Hard Words: Being a Dictionary of Every-day
Difficulties in Reading, Writing, &c. &c.
BOOKS AT TWO SHILLINGS.
The Little Pet Series.

Imperial 16mo, half cloth, picture boards, 2s.; or neat cloth, 2s. 6d.
1. Our Little Pet’s Own Picture Book. 160 Illustrations.
2. New Comical Nursery Rhymes and Stories to make
Children Laugh. With numerous Engravings.
3. Pretty Little Lessons for Pretty Little Children. With 250
Illustrations.
4. Easy Tales and Pleasant Stories for our Young Friends.
With upwards of 200 Engravings.
5. Bible Sketches from the Old and New Testaments, adapted
for Juvenile Reading. With about 80 Illustrations.
6. Sacred Readings for Young Children. Selected from the Old
Testament. With about 60 Illustrations.
8. The Child’s Own Book of Pictures, Tales, and Poetry. With
numerous Illustrations.
9. Favourite Nursery Rhymes for Nursery Favourites. With
about 200 Illustrations.
10. Merry Rhymes and Stories for Merry Little Learners. With
about 90 humorous Illustrations.
11. Little Fanny’s Nursery Picture Book. Super-royal 16mo. With
Coloured Illustrations.
The Children’s Picture Annual. The Story of a United Family,

with their Travels and Adventures at Home and Abroad. By
Mercie Sunshine. With numerous Illustrations. Imperial
16mo, cloth gilt, 2s.
Books for Young Men and Women.
BOOKS AT TWO SHILLINGS--continued
The Friendly Counsel Series.

Crown 8vo, cloth gilt, 2s.; those marked thus (*) extra cloth gilt, bevelled boards,
gilt edges, 2s. 6d.
*1. Timothy Titcomb’s Letters addressed to Young People,
Single and Married.
*2. Beecher’s (Henry Ward) Lectures to Young Men.
*3. Getting On in the World; or, Hints on Success in Life. By
William Mathews, LL.D. First Series.
*4. Cobbett’s Advice to Young Men, and incidentally to Young
Women.
5. Christians in Council. Author of “Stepping Heavenward.”
6. How to Make a Living. By George Cary Eggleston.
7. The Art of Prolonging Life. Translated from the celebrated
work by Hufeland.
*8. Foster’s Decision of Character, and other Essays. With
Life of the Author.
*9. Getting On in the World. Second Series. By William
Mathews, LL.D.
*10. How to Excel in Business; or, The Clerk’s Instructor. By
James Mason.
*11. Todd’s Student’s Manual.
The Rose Library.

Fcap. 8vo, cloth gilt, gilt edges, 2s.
1. The Autobiography of a £5 Note. By Mrs. J. B. Webb.
2. Zenon, the Roman Martyr. By the Rev. R. Cobbold, Author
of “Margaret Catchpole.”
3. The Pilgrims of New England. By Mrs. J. B. Webb.
4. Mary Ann Wellington. By the Author of “Margaret Catchpole.”
5. The History of the Fairchild Family. By Mrs. Sherwood.
6. Sceptres and Crowns. By Author of “The Wide, Wide World.”
7. Nidworth, and his Three Magic Wands. By E. Prentiss,
Author of “Stepping Heavenward.”
8. Freston Tower. A Tale of the Times of Cardinal Wolsey. By the
Rev. R. Cobbold, Author of “Margaret Catchpole.”
9. The Mysterious Marriage; or, Sir Edward Graham. By
Catherine Sinclair. (Sequel to “Holiday House.”)
10. Jane Bouverie, and How She became an Old Maid. By Ditto.
11. Modern Flirtations; or, A Month at Harrowgate. By Ditto.
12. The Star and the Cloud. By A. S. Roe.
13. Nellie of Truro. A Tale from Life.
14. The Nun. By Mrs. Sherwood.
Stirring Stories and High-Class Fiction.
BOOKS AT TWO SHILLINGS--continued
The Youth’s Library of Wonders & Adventures

Including Jules Verne’s Startling Stories, with Coloured Plates, cloth gilt, 2s.
1. A Journey into the Interior of the Earth. By Jules Verne.
2. The English at the North Pole. By Jules Verne.
3. The Ice Desert. By Jules Verne.
4. Five Weeks in a Balloon. By Jules Verne.
5. The Mysterious Document. By Jules Verne.
6. On the Track. By Jules Verne.
7. Among the Cannibals. By Jules Verne.
8. Twenty Thousand Leagues Under the Sea. By Jules
Verne. Part I.
9. —— Part II.
10. Two Years Before the Mast. By R. H. Dana.
11. From the Earth to the Moon. By Jules Verne.
12. Round the Moon. By Jules Verne.
13. History of Sandford and Merton. By Thomas Day.
14. Baron Munchausen (The Life, Travels, and Extraordinary
Adventures of). By the Last of his Family.
The Country House Library.

of Fiction, Travel, Essay, Biography, &c.
BY STANDARD LIVING AUTHORS. COPYRIGHT EDITIONS.
Crown 8vo, cloth gilt, 2s.
1. The Mad Willoughbys, and other Tales. By Mrs. Lynn Linton,

Author of “Patricia Kemball,” &c.
2. False Beasts and True. By Francis Power Cobbe.
3. The Blossoming of an Aloe. By Mrs. Cashel Hoey, Author of
“Out of Court,” &c.
4. Country House Essays. By John Latouche, Author of
“Travels in Portugal,” &c.
5. No Sign, and other Tales. By Mrs. Cashel Hoey, Author of
“The Blossoming of an Aloe.”
6. Grace Tolmar. By John Dangerfield.
Ward and Lock’s Useful Series.
BOOKS AT ONE-AND-SIXPENCE.
The Lily Series. Sixty-six Books. In new cloth gilt binding, plain
edges. For List see Books at 2s.
The Rose Library. Fourteen Books. In cloth gilt binding, plain
edges. For List see Books at 2s.
The Good Aim Series. Twenty-five Books. In cloth gilt, bevelled
boards, gilt edges. For List see Books at 1s.
Beeton’s Englishwoman’s Cookery Book. 255th Thousand. By
Mrs. Isabella Beeton. Being a collection of Economical
Recipes, taken from her “Household Management.” The Best
Shilling Cookery. New Edition. Illustrated by a large number of
appropriate and useful Engravings. With 4 Coloured Plates,
post 8vo, half bound, cloth, 1s. 6d.
Beeton’s Gardening Book. Containing full and Practical
Instructions concerning Garden Operations, the Fruit, Flower,
and Kitchen Garden, Pests of the Month, and a Monthly
Calendar of work to be done in the Garden. With 4 Coloured
Plates. Post 8vo, half bound, cloth, 1s. 6d.
The Christian Year. Thoughts in Verse for the Sundays and Holy
Days throughout the Year. By John Keble. Small fcap. 8vo,
cloth, gilt back and sides, red burnished edges, 1s. 6d.
Now Ready, New Volume, Edited by the Author of “Buy your Own
Cherries.”
Kirton’s Standard Temperance Reciter. An entirely New Volume
of Readings and Recitations, for Band of Hope Meetings,
Good Templar Gatherings, and General Reading. Containing
many Original Pieces by the Editor, J. W. Kirton, Author of
“Buy your Own Cherries.” Fcap. 8vo, cloth gilt, 1s. 6d.
Also, shortly will be published, uniform with the above.
Kirton’s Standard Band of Hope Reciter.
BOOKS AT ONE SHILLING.

Beeton’s Pictorial Speller. The Cheapest Illustrated Spelling
Book published. 196 pp. 430 Illustrations. Crown 8vo, cloth
plain, 1s.
Webster’s Pocket Pronouncing Dictionary of the English
Language. Condensed from the Original by Noah Webster.
With accentuated Vocabularies of Classical, Scriptural, and
Modern Geographical Names. Revised by Wm. G. Webster,
son of Noah Webster. Royal 16mo, cloth, 1s.
Webster’s Shilling Bookkeeping, in Single and Double Entry.
Post 8vo, cloth plain, 1s.
The Language of Flowers. With numerous Engravings, and a
Coloured Frontispiece. Fcap. 8vo, cloth gilt, 1s.
The Poetry of Flowers. An entirely New Selection of appropriate
Poems, carefully edited. With Coloured Frontispiece and
many Illustrations. Fcap. 8vo, cloth gilt, 1s.
The Christian Year. Thoughts in Verse for the Sundays and Holy
Days throughout the Year. By John Keble. Small fcap. 8vo,
cloth gilt, plain edges, 1s.
The Children’s Picture Annual: The Story of a United Family,
with their Travels and Adventures at Home and Abroad. By
Mercie Sunshine. With numerous Illustrations. Imperial
16mo, picture boards, 1s.
National Reference Books.
BOOKS AT ONE SHILLING.--continued.
S. O. Beeton’s National Reference Books,

FOR THE PEOPLE OF GREAT BRITAIN AND IRELAND.
The Cheapest and Best Reference Books in the World.
Each Volume complete in itself, and containing from 512 to 590

Columns. Price 1s. in strong cloth binding.
Beeton’s British Gazetteer: A Topographical and Historical Guide
to the United Kingdom. Compiled from the Latest and Best
Authorities. It gives the most Recent Improvements in Cities
and Towns; states all the Railway Stations in the Three
Kingdoms, the nearest Post Towns and Money Order Offices.
Beeton’s British Biography: From the Earliest Times to the
Accession of George III.
Beeton’s Modern Men and Women: A British Biography from the
Accession of George III. to the Present Time.
Beeton’s Bible Dictionary. A Cyclopædia of the Geography,
Biography, Narratives, and Truths of Scripture.
Beeton’s Classical Dictionary: A Cyclopædia of Greek and
Roman Biography, Geography, Mythology, and Antiquities.
Beeton’s Medical Dictionary. A Safe Guide for every Family,
defining with perfect plainness the Symptoms and Treatment
of all Ailments, Illnesses, and Diseases. 592 columns.
Beeton’s Date Book. A British Chronology from the Earliest
Records to the Present Day.
Beeton’s Dictionary of Commerce. A Book of Reference.
Containing an Account of the Natural Productions and
Manufactures dealt within the Commercial World;
Explanations of the principal Terms used in, and modes of
transacting Business at Home and Abroad.
Beeton’s Modern European Celebrities. A Biography of
Continental Men and Women of Note who have lived during
the last Hundred Years, or are now living.
Price 1s., cloth, containing 208 pages, 477 Recipes, and Formulæ
for Mistresses and Servants.
MRS. BEETON’S ENGLISHWOMAN’S COOKERY BOOK.
Comprising Recipes in all branches of Cookery, and accurate
Descriptions of Quantities, Times, Costs, Seasons, for the
various Dishes.
⁂ The capital Coloured Plates render the Eighteenpenny
Edition of The Englishwoman’s Cookery Book absolutely
unapproachable in point of excellence and cheapness. There are
infinitely more Recipes in this volume than in any other Cheap
Cookery Book, their accuracy is beyond question, and the addition
of these Coloured Plates removes all possibility of successful

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Management and Technological

Challenges in the Digital Age 1st

Business Intelligence and Analytics in Small and Medium

Digital Age Chances Challenges and Future Svetlana

Technology Run Amok: Crisis Management in the Digital

Management in the Digital Age: Will China Surpass

Cinema in the Digital Age Nicholas Rombes

Cultural Evolution In The Digital Age 1st Edition

Classification and Data Science in the Digital Age 1st

Properties and Management of Soils in the Tropics 2nd

Advanced Machining Processes: Innovative Modeling Techniques

Additive Manufacturing and Optimization: Fundamentals

Technological Challenges and Management: Matching Human and

Drills: Science and Technology of Advanced Operations

© 2018 by Taylor & Francis Group, LLC

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed on acid-free paper

International Standard Book Number-13: 978-1-4987-8760-4 (Hardback)

Library of Congress Cataloging‑in‑Publication Data

Visit the Taylor & Francis Web site at

and the CRC Press Web site at

1 Human Resource Management in the Digital Age: Big Data, HR

2 Value Co-Creation Opportunities: Managerial Transformation

3 ‘Video Killed the F2F-Interview Star’: A Mixed-Method Study

4 Exploring the Uses and Gratifications of Digital Tools as

5 Integrating Digital Transformation Strategies into Firms:

6 Fostering Intellectual Capital: Management Information

7 Content Strategies in the Era of Digital Marketing............................. 149

8 CEO Sociability on Twitter: Findings of Fortune 500 CEOs..............177

9 Mutual Relationship of Human Resource Management and

The use of new technologies in management and production areas is criti-

This book can serve as a useful reference for academics, researchers,

Pedro Novo Melo

Pedro Novo Melo

Carolina Machado received her PhD in management sciences (organisa-

Pedro Novo Melo is an invited professor at school of economics and manage-

Mine Afacan Findikli Mark L. Lengnick-Hall

Heikki Karjaluoto Katja Rantala

Huub Ruël Dalia Suša Vugec

Mustafa Sundu Laura Zapata-Cantú

Mark L. Lengnick-Hall, Andrea R. Neely and Christopher B. Stone

alternative work arrangements, such as part-time and temporary employ-

fast-paced environment. Workers have the opportunity to adapt their work

1.2 What Is Big Data?

1.3 Big Data Opportunities for HRM

impact on individuals, groups and entire organisations. However, as more

1.4 Big Data Challenges for HRM

In all of the hype surrounding big data, oftentimes proponents downplay

1.5 What Is HR Analytics?

‘Evidence-based practice is about making decisions through the consci-

pulling together the evidence, (5) Applying: incorporating the evidence

Many business analytics efforts focus on organisational evidence alone,

1.6 HR Analytics Opportunities for HRM

workforce analytics efforts. It lays out a logical sequence showing possible

outcomes. A sales organisation developed a model of factors contributing to

Step 1: An organisational problem creates concern. Review previous

for part-time workers. They also used predictive analytics to identify

Organisations have only begun to tap the potential of HR analytics for

1.7 Challenges of HR Analytics for HRM

Beeton’s Every Day Handbooks.

Boys’ Illustrated Books.

The Boys’ Favourite Library.