Evidence-Based HRM - Paper Example

Evidence Based HRM refers to present and available proof in the human resource management field that informs strategy, human resource policy, decision making, and interventions. It ensures that the practitioners have an idea on the best concepts based on current and historical evidence. The evidence is often accompanied by facts or data (Michie & West, 2014). Facts refer to claims that are supported by empirical evidence. Evidence-based HRM is a fundamental concept during the establishment and maintenance of human resource function in the organization. It has its origin within the scientific community and is mainly used in the medical profession. Evidence-based HRM has various benefits to an organization. The organization has a more efficient and informed decision-making techniques. It allows them to align the human resource function with the overall goals and objectives of the organization. Due to better ideas, the human resource function can effectively manage risks (Noe et al., 2016). It allows all the HR policies to be based on the best concepts instead of what the company hopes will work. It allows the HR function to make a better decision and become more consistent in their decision making. Furthermore, the HR function will take an analytic approach based on statistics, existing information, and analytics in the sector or organization.

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Strategic Function of HR

Both sources explain the importance of the HR function in CERA and its benefits. People are the most valuable asset that can exist in any organization, and human resources have extreme value. The primary responsibility of the HR function is to maintain a high morale through organizational culture and motivate their employees to offer the best performance. HR is in charge of a key factor in the success of any company: performance and people (Seeck & Diehl, 2016). The financial performance and long-term success of a company are directly proportional to the accomplishments, talents, and motivation of its people. The employees collaborate on decisions, make products, work with the customers, and sell the companys products. HR is also critical in the acquisition of talent and retention. A top performing company should hire and retain their best talent. HR is mainly responsible for the construction and management of structures that retain, recruit, motivate, attract, and train the organizations employees.

HR is also an important tool in legal protection. It offers legal protection to the company from wrongful termination and discrimination lawsuits. The HR professional should be aware of the current employee laws and inform the company managers and executives on the best practices. They should also design the promotional and hiring systems that will enhance equality and fairness in the organization. All the interview questions should minimize the occurrence of discrimination claims and align specifically to the job description (Marler and Fisher, 2013). The HR function plays a key role in organizational planning by analyzing the human resource needs in a company and not having reactionary responses to job opportunities. The HR directors should participate and serve in the strategic planning teams in all organizations. It involves the projection of threat and opportunities, assessment of companys weakness, and its strengths. The HR function addresses the future and current expectations of resource allocation and people, training and compensation, and analysis of emerging threats and opportunities.

CRAP TEST

Currency

The article by Seeck and Diehl was published in 2016 while the article by Marler and Fisher was published in 2013. Therefore, the information is recent and based on current human resource management concepts that are critical to the paper. The information has not been updated because the data and information contained in the articles are based on current HRM principles.

Reliability

The article by Marler and Fisher (2013) focuses on evidence-based and strategic HRM. It also talks about electronic human resource management. The article reviews about 40 studies regarding human resource management conducted between 1999 and 2011. It uses integrative synthesis as the evidence-based methodology in their review. The outcomes of the study reveal that the HR function and its principles are different according to the needs of the organization. The information was published by Elsevier. The information provided in the article is a review of studies conducted by other researchers. The information addresses the significance of evidence-based HRM. The article is well detailed and balanced. The article by Seeck and Diehl (2016) analyzes the evidence of HRM innovation from 1990 to 2015. The methodology in the article is a review of the studies conducted regarding the topic. The article has been peer reviewed, but it only addresses the importance of evidence-based HRM on innovation. It was published by Taylor and Francis group. The article is well detailed and free from bias. Both articles have given the references to their research. They are secondary sources of information because they have analyzed primary sources.

Authority

The literature review has been authored by Seeck, H., & Diehl, M. R. (2016). Hannele Seeck is a professor at Hanken School of Economics situated in Helsinki, Finland. He works at the Department of Management and Organization. On the other hand, Marjo-Riitta Diehl is a professor at the University of Turku, Finland. She also works at the Department of Management and Organization. The evidence-based review was authored by Janet H. Marler and Sandra L. Fisher. Marler is a professor at Albany State University of New York, USA. On the other hand, Fisher is a professor at Clarkson University School of Business, USA.

Purpose/Point of View

The intended audience of both articles is human resource practitioners and organization who are keen to enhance the human resource function. They give information on previous practices and the most preferred structures in the human resource function. The reviews are aimed at persuading and informing managers on the best HR practices that will enhance their performance. The articles are made up of analyses of previous studies conducted by other researchers so that they could come up with the methods that are more likely to improve organizational performance. The authors do not have vested interest because the research they conducted has been approved in the universities where they have been employed.

Conclusion

The paper gives a detailed explanation of evidence-based HRM and its significance to any organization. Evidence-based HRM is a fundamental concept during the establishment and maintenance of human resource function in the organization. The concept would be quite beneficial if it was implemented in CERA. Evidence-based HRM ensures that the organization utilizes the best concepts based on current and historical evidence. The evidence is often accompanied by facts or data. It should inform all the practices in any organization. Evidence-based HRM allows the HR function to make a better decision and become more consistent in their decision making. There are various theories of strategy and management. Evidence-based HRM can easily be integrated with the strategic management principles (Michie & West, 2014). The primary objective of evidence-based approach is to avoid non-evidence based approaches that are only based on intuition because they may lead to poor outcomes in the long run. Evidence-based HR is compatible with the accepted and modern strategic and management theories without conflict. Intuitive responses are mainly used in HR intervention. However, it should be evidence based instead of reactionary. Failing to plan for various interventions carefully may have uncertainty on the future outcomes of the decisions.

References

Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36.

Michie, S., & West, M. A. (2014). Managing people and performance: an evidence-based framework applied to health service organizations. International journal of management reviews, 5(2), 91-111.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2016). Human resource management: Gaining a competitive advantage.

Seeck, H., & Diehl, M. R. (2016). A literature review on HRM and innovationtaking stock and future directions. The International Journal of Human Resource Management, 1-32.