Human Resource Analytics (HRA) has been a trend lately, with high-performing organizations using analytics for "evidence-based decision-making." Although prior research demonstrates that HRA adoption could entail job resources and challenges for employees (HR specialists and line managers), research in this arena lacks a sufficiently robust theoretical framework for a focused and systematic investigation. Of the 160 articles discussing these psychological effects, 20 were selected based on several inclusion and exclusion criteria. Using a mixed-methods review of these 20 articles, we examine HRA's psychological impact on employees, which could lead to deciding whether HRA should be integrated into their work lives. Applying the Job Demands-Resources (JD-R) model, we provide a balanced picture of employees' psychological reactions to HRA, developing prior work on technology adoption. The JD-R framework is used in the context of HRA, and we give a clear picture of the direct, mediated, and moderating relationships between variables.
