Abstract
This article draws from extant research on data analytics to examine the ethical implications of big data in human resource management (HRM) practices, specifically in the areas of recruitment and selection, training and development, performance management, compensation, and employee retention. The article commenced with a characterization of big data applications in HRM processes and practices, highlighting their benefits and significant value for the management of the workforce to enhance organizational efficiency. It also shows how BDA could compromise employee identity through institutional surveillance and other algorithmic data-manipulation techniques. These practices, we note, violate fundamental ethical practices thus putting employees at great risk. Our theorizing draws attention and awareness to the ethical challenges surrounding the employment experiences and the intersection of these personal experiences with institutional pressures. This allows for a critical (re)examination of unethical management practices surrounding BDA and envisions radical alternatives around issues of enhanced measurement and monitoring of the workforce. This, we argue, will create tension and to some extent mistrust in the management-employee relationship.
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