Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 4
increase and enlarge the size of their samples from different sectors in Egypt, for example; high educational, petroleum, and financial sectors. Data collection method can be changed to time series instead of cross sectional, in addition to gather data using several interviews plus the questionnaires outcomes. This study is applied on Egyptians Private Telecommunications Sector Firms concerning the Senior, Middle Managers, and Employees of H.R and other Departments in addition to the Employees of related organizations. The findings of the study potentially will help in developing and implementing of HRIS in similar types of organizations. Yet future work could add substance. VIII. F uture W ork Although the sample size is considered a representative sample, yet a larger sample size could be more indicative. The study was conducted in the Telecom industry as one of the most important sectors in general, and in Egypt in particular. Conducting the same survey in other sectors, such as higher education, petroleum, and financial sectors could also be investigated. Data collection method can be changed to time series instead of cross sectional, which may reveal different results. Other data collection methods such as interviews, focus groups, and experimentation can help triangulate and validate the results obtained. Other research dimensions such as HR Talent Analytics and HR Leadership Analytics could also be studied to check their possible impact on the organizational performance. Antecedents and key factors affecting Strategic Work Force Planning may also bring in more substance to academia and the industry. Factors such as Workforce Analytics may be tested as a mediator. Finally, HR Analytics Privacy still needs further investigation; as it becoming more important than ever for HR to take a position on ethical data use, privacy and security, and employee communications related to data-related policies. R eferences R éférences R eferencias 1. Ali, H. and Chaudhry, Sh., (2017), Effect of Human Capital on O.P: An Analysis from Service Sector of Punjab, Pakistan, European Online Journal of Natural and Social Sciences 2017, Vol.6, No 3 pp. 475-481, ISSN 1805-3602. 2. Almatrooshi, B. et al., (2016),"Determinants of organizational performance: a proposed framework", International Journal of Productivity and Performance Management, Vol. 65 Iss 6 pp. 844 – 859. 3. Anca Draghici et al. / Procedia - Social and Behavioral Sciences Vol. 124 (2014) pp. 544 – 551. 4. Awan, M. and Sarfraz, N. (2013), The Impact of human capital on Company performance and the mediating effect of employee’s satisfaction, IOSR Journal of Business and Management (IOSR- JBM)e-ISSN: 2278-487X. Volume 8, Issue 2 (Jan. - Feb. 2013), pp. 76-82, www.iosrjournals.org 5. Baron, R., & Kenny, D. A. (1986). The moderator– mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, Vol. 51, Issue 6, p.1173. 6. Bhuiyan, F. and Gani, M. (2015), Usage of Human Resource Information System and Its Application in Business: A Study on Banking Industry in Bangladesh. iBusiness, 7, 111-122. doi: 10.4236/ ib.2015.73013. 7. Bondarouk, T., Ruël, H., & van der Heijden, B. (2009). e-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. International Journal of Human Resource Management, 20(3), 578-590. 8. Broderick R., Boudreau J.W. (1992), Human resource management, Information Technology and the competitive advantage, Academy of Management Executive 6 (2), 7–17. 9. Byrne, B.M. (2016), ‘Structural’ Equation’ Modelling with AMOS: Basic’ Concepts, Applications’ and Programming’ (3 rd ed), Lawrence’ Erlbaum, Mahwah, NJ. 10. Cathcart, C., Kovach, K. (1999, Summer). Human Resource Information Systems (HRIS): providing business with rapid data access, Information exchange & strategic advantage. Public Personnel Management, 28, 2, 275. 11. Creswell, J.W., and Guetterman, T. C. (2019). Educational research: Planning, conducting, and evaluating quantitative and qualitative research (6th ed.) . Boston: Pearson. 12. Crowson, H. M. (2020). A practical introduction to SEM with latent variable interactions using AMOS. The University of Oklahoma. 13. Farndale, Elaine & Paauwe, Jaap & Hoeksema, Ludwig. (2009). In-sourcing HR: Shared Service Centres in the Netherlands. International Journal of Human Resource Management - INT J HUM RESOUR MANAG. 20. 544-561. 10.1080/09585190 802707300. 14. Farndale E, Hope-Hailey V, Kelliher C (2010). High commitment performance management: the roles of justice and trust. Personnel Rev., 40(1): 5–23. 15. Fernandez V. and Gallardo-Gallardo, E. (2020), "Tackling the HR digitalization challenge: key factors and barriers to HR Analytics adoption", Competitiveness Review, Vol. ahead-of-print No. Human Resources Information System Impact on Organization Performance: The Roles of Human Capital and HR Analytics 68 Global Journal of Management and Business Research Volume XXII Issue IV Version I Year 2022 ( ) A © 2022 Global Journals
RkJQdWJsaXNoZXIy NTg4NDg=