Final answer:
The development of a human resource analytics function in an intuition-based management setting is challenging and false, because it requires a significant shift in decision-making culture. Evidence from human factors psychology and organizational experiences highlight the resistance and difficulties faced when transitioning to data-driven processes.
Step-by-step explanation:
The statement that developing a human resource analytics function in organizations that rely on gut decisions will be easy is false. It is highly challenging to introduce data-driven decision-making in an environment where subjective decision-making is the norm. Managers who favor intuition over data may resist the adoption of analytics and demonstrate reluctancy in altering their established practices, as data can sometimes contradict their gut feelings. The example of the banking institution in Brazil underscores the value of data in making informed decisions, showing the importance of processing a high volume of information with accuracy.
Moreover, the experience of the human services agency illustrates the difficulty in implementing a data-driven approach when management is not committed to utilizing information gathered from employees. Resistance from managers, as evidenced by the leaked comment, can hinder employee participation and the collection of valuable data for analysis.
Dillon's Rule pertains to the authority of local governments, stating that they have only the powers expressly granted to them by the state government. The claim that it provides local governments with freedom and flexibility is false; rather, it restricts their autonomy by strictly defining their powers.