Detalhes bibliográficos
| Ano de defesa: |
2020 |
| Autor(a) principal: |
Castro, Patrick Lobato de
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| Orientador(a): |
Trevisan, Leonardo Nelmi
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| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
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| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Pontifícia Universidade Católica de São Paulo
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| Programa de Pós-Graduação: |
Programa de Estudos Pós-Graduados em Administração
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| Departamento: |
Faculdade de Economia, Administração, Contábeis e Atuariais
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| País: |
Brasil
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| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
https://repositorio.pucsp.br/jspui/handle/handle/32600
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Resumo: |
In Human Resources, outdated payroll processes and employee records have given way to the need for strategic software. One of the ways to make these strategic decisions is the HR Analytics. The complexity of its explanation is also reflected in difficulties for its comprehension. The statistical skills needed to perform technically sophisticated analysis tends not to be located in HR and when the skills are present, often the focus is on centers of excellence rather than general functions, limiting the frequency and scope of the application. In this research, supported by a bibliographic research with bibliometric effects in Web of Science, Scielo and Scopus base, as well as interviewing nine Brazilian HR professionals, the research focused on how HR professionals understand and apply HR Analytics. The study was conducted with the aid of ATLAS.ti software, in which the coding and their respective analyses were processed. The results revealed that many professionals have a basic understanding of HR Analytics¸ as their understanding is related to metrics analysis and possible action plans. HR Analytics has been used by professionals mainly for recruitment processes, budgeting, actions and diagnostics based on turnover indexes, compensation analysis, performance management, training analysis and professional engagement. It was also detected that the organizational culture was considered to be a challenge for breaking paradigms which sometimes hinder the process of digital transformation. On the other hand, in places where there is a “analytical culture,” individuals who adopt HR Analytics-related tools not only understand what they can do, but are also pushing the boundaries of Human Resource Management |
