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Evidence-Based Human Resource Management

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Talal Alhussain

on 24 March 2014

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Transcript of Evidence-Based Human Resource Management

Evidence-Based Human Resource Management
‘Evidence-Based’ Human Resource Management

“_ defined as management approach that entails those organizational practices and managerial decisions that are practiced based on scientific evidences. Leaders of the organization take initiatives to build evidences in order to employ culture of systematic accumulation, data gathering and functioning for effective problem-solving”.

Source: (McGoldrick, Stewart and Watson, 2004)

‘Evidence-Based’ Human Resource Management is Managed through:
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Aspects involve in ‘Evidence-Based’ HRM
Actual measurement

Quantitative performance
Qualitative data such as

Systematic information gathering
Facts
Figures,
Evidences
Practices


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HR qualification
Professional knowledge regarding:
management practices
Staffing
Compensation
development
labor relations
HR manager must fulfill all the quantifiable requirement for
SPHR (senior professional HR)
PHR (Professional in HR)

Concerns of stakeholders
Scientific evidences
Reliable and valid organizational facts
Practitioner reflection
Metrics and assessments
Elements of ‘Evidence-Based’ HRM
Ethical Concerns
Security of employee records
Work place security
Employee privacy rights
Employment law violation

Trend analysis for:
Employee well-being
Employee development

Challenges for Employers due to Competing Environment:
Change in technology

Required expert HR managers

Infrastructure

Ethical challenges

Market-based information

Economic conditions

Imitation of information
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Investments
Timely training and development of expert managers
Maintaining records
Accessibility towards scientific evidences


Benefits of ‘Evidence-Based’ HRM
Easier knowledge management
Sharing of information
High level of problem solving
Structural problem solving and decision-making
Easier to allocate task demands
Rapid adaptation of changing needs for the team

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Effective team behaviour
Conflict resolution
Effective information handling
Better reward system
Enhanced job performance
Managing recruitment
Enhance employee-manager relation

Source: (Terpstra and Limpaphayom, 2012)

Use of ‘Evidence-Based’ HRM to support HR Proposals, Decisions, Practices and Conclusions
-Decision based on evidences that are available through:

Scientific journals
Measurement of reliability
Cross sectional teams
Case studies
Surveys

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-Organizational metrics, facts and Assessments
Interviews regarding the issues related to

Employee turnover
Job stress
Making decision explicit
Developing decision awareness
Identifying the numerous micro choices through evidences
Making is of events
Recognizing the issues
Listing various opportunities

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Decisions can be supported through evidence-based HRM in terms of studying the scientific rigor, previous mechanisms used for structural problems,


-Scientific Judgments include:
Large Sample size, population or organization = N
Longitudinal studies and well-controlled comparisons
Peered reviews

-Evidence-based HRM is a gap

Source: (Gibbons and Woock, n.d.)

Source: (Kearns, 2013)

-Based on ‘Evidence-Based’ HRM, HR Proposals could be:
Advocacy
Logical Arguments
Rhetoric
Self decisive
Interpretative
Empericism

-HR proposal needs to be based on these aspects that can be maintained and gathered from evidence-based information.

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Example:
Job description designed for newly hired candidate based on case study approach and facts gathered from previous hiring of the company.
Example:

Sharing complete HR training and development plan based on budgeting in order to share with top management in which manager prepares proposal of any training activity based on current employee performance level and results. This focus towards job retention of older workers based on enhancing their capabilities. Evidence-based facts could help in preparing proposal based on previous training and development programs, budgeting for those programs, implementation and results gathered from those programs

Managerial View towards the use of Evidence-based HRM for decision-making:

Managers use evidences in order to make error-free decisions in order to solve problem professionally
Managers use evidences based on four major sources: Stakeholders, expertise, knowledge and context
Through organizational evidences, managers can make professional quality-based decisions where manager focuses towards critical thinking, decision-making and problem solving tools, bias free judgments

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Evidence-Based HRM Decision-Making
Source: (Williams, Bigby, Diepgen, Herxheimer, Naldi, L. and Rzany, 2009)

Practices and Conclusion of HR Managers based on Evidence-Based HRM
Integrating employees in information and knowledge sharing based on evidences gathered
Informing employees
Better organizational achievements
Goal attainment
Organizational growth and development

-Evidence-Based Practices involve:

-Examples
Chevron- an American multinational energy corporation uses evidence based approach to make meetings shorter and more efficient (Pfeffer and Sutton, 2006).
Google and Microsoft structure their employee selection processes based on evidence, using work samples such as technical problems and case questions in assessing candidates (Kovner, 2012).
Health-care organizations have begun using management evidence in making decisions in line with the evidence focus of their key internal workforce, nurses and physicians (Kovner, 2012).

Boudreau, J. W. (2004), ‘Organizational behavior, strategy, performance and design in management science’, Management Science, Vol. 50, No. 11, pp. 1463–1476
Gary, D. (2011), Human Resource Management, Pearson Education India.
Gibbons, J. and Woock, C. (n.d.), Evidence-Based Human Resources: A Primary and Summary of Current Literature. [Online] Available at: https://wpweb2.tepper.cmu.edu/evite/ebm_conf/conference%20bd%20HR%20paper.pdf [Accessed on: 28th January, 2014].
Kearns, P. (2013), Professional HR: Evidence-based People Management and Development, Routledge.
Kovner, A.R. (2012). ‘A lifetime in the evidence-based management trade’, in D.M. Rousseau (ed.),
Handbook of Evidence-Based Management, New York: Oxford University Press.McGoldrick, J., Stewart, J. and Watson, S. (2004), Understanding Human Resource Development: A Research-Based Approach, Taylor and Francis.
Pfeffer, J. and Sutton, R.I. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense, Boston, MA:
Harvard Business Review.Terpstra, D.E. and Limpaphayom, W. (2012), ‘Using Evidence-Based Human Resource Practices for Global Competitiveness’, International Journal of Business and Management, Vol. 7, No. 12, pp. 107-113.
Williams, H., Bigby, M., Diepgen, T., Herxheimer, A., Naldi, L. and Rzany, B. (2009), Evidence-Based Dermatology, 2nd Edn, John Wiley and Sons.

References
Type of Evidences used in Decision
Table of content
Definition ..................................................................
Elements of ‘Evidence-Based’ HRM ......................
Aspects involve in ‘Evidence-Based’ HRM ...........
Challenges due to Competing Environment ........
Benefits of ‘Evidence-Based’ HRM.........................
Use of ‘Evidence-Based’ HRM .................................
Impact of Evidence-Based HRM on .......................
Decision-Making........................................................
Practices of HR Managers based on EBHR............
Type of Evidences used in Decision........................
Video.............................................................................
Conclusion ..................................................................
References...................................................................
Full transcript