Abstract:
The use of human resource analytics is meant to improve performance of organisations
by enabling them to predict and direct business outcomes and employee behaviour.
However there is a problem of under-utilization of human resource analytics in state
universities. The present study, therefore, sought to improve the use of human resource
analytics by developing a predictive model for adoption of human capital analytics in
Zimbabwean state universities. A quantitative research strategy anchored on the
positivism philosophy was used in this treatise. A sample size of 434 research subjects
selected through stratified random sampling method and snowball sampling technique of
was used in this study. Structured questionnaires, key informant interviews and
documentary review were used as the data collection tools for the study. Descriptive and
inferential statistical techniques, using exploratory factor analysis and structural
equation modeling were done for primary data. The results of the study supported the
hypothesized relationship between top management support and lack of human resource
analytics competency. The study established that there is no significant relationship
between top management support and level of human capital analytics adoption in state
universities. The hypothesis that there is a significant relationship between lack of human
resource analytics competency and level of human capital analytics adoption in state
universities was not supported by the data. The alternate hypothesis of length of time
using human resource information system affecting level of adoption of human capital
analytics in the organization was rejected. Key informant interviews and documentary
review indicated a descriptive level of human capital analytics adoption in Zimbabwean
state universities. Resistance to change, negative organizational structure and perceived
cost were discovered as impeding factors towards full adoption of human capital
analytics.The findings indicate that Human resource experts are capable of producing
human resource analytics reports, albeit at an early stage (descriptive analytics). This
means that top management assistance is critical in boosting HR professionals' and the
organization's overall human resource analytics proficiency level. A model for human
resource analytics adoption was produced and links human and organizational dimension
factors. Literature on human resource analytics should focus on factors revealed by the
study's quantitative and qualitative findings. Hence, the present theory (resource-based
view) should be revised to accommodate this discovery. It is suggested that senior
management in state institutions would focus on training key personnel on how to use
technical tools. Policies outlining how HR practice reports should be done would also be
an important element of the training endeavor. Change management strategies and
organizational structure improvements would be implemented
