Importance of Evidence Based HRM Samples †MyAssignmenthelp.com

Question: Discuss about the Importance of Evidence Based HRM. Answer: Importance of Evidence Based HRM and Evidence Based Management in Human Resource Practice Evidence Based HRM also known as EBHRM contributes in promoting empirical scholarship in the field of Human Resource and further aims to offer an international aid as well as relevant references for the reinforcement and dissemination of the research that has been applied. The concept of EBHRM aims to concentrate on the empirical-related investigation within the domain of Human Resource Management (HRM) furthermore identifies the significant aspects related to applied and statistical concepts while conceptualizing HRM (Marler Fisher, 2013). Evidence Based HRM distinguishes Evidence Based Management of Human Resource as a global and multidisciplinary endeavour. It encourages submissions, which are based on empirical focus from fields of HRM, applied social science, labour economics, and welfare management (Dumas et al., 2013). In a study, the employee perceptions of advanced level HR practices at job group segment have been termed as significant in relation to their attitudinal as well as behavioural employee consequences (Marchington et al., 2016). However, it must be noted that evidence based management on previously performed empirical work within the domain of substantial human resource management encourages an association of high level performance of HR practices with organizational and structural commitment (Jackson, Schuler Jiang, 2014). Evidence based management are significant as they acknowledge that job commitments facilitates the relationship between HR practices and constructive results related to both empl oyees and organizations. The structured model for job demand resources states the connection between work pressure and emotional anxiety with exhaustion, whereas lack of employment resources results in detachment. HR strategies to be implemented by Israel Tobin to demonstrate his strategic value to CERA HR managers are generally expected to control and improve the business performance with the concept of Strategic Human Resource Management (SHRM). The idea of SHRM is to form a linkage between human resource practices and the strategic to establish organizational culture, in nurturing proficiency, elasticity as well as competitive benefits (Gully et al., 2013). The following HR strategies will assist Israel Tobin, the HR manager of Civil Engineering Research Associated (CERA) to demonstrate to the CEO, Mark French the strategic value he will provide to the company. Israel Tobin, being aware of the CEOs task focused behavioural nature must present strategies, which would reflect effective outcomes to enhance the companys growth. One of the major roles of the HR should be to align its strategies with wider business structure and further illustrate methods in which an organization can drive better productivity and revenue (Sparrow, Brewster Chung, 2016). The concept of Human Capital management must be taken into consideration here, which encourages the HR manager to shape their objectives and make delivering outcomes their primary focal point. With the implementation of Human Capital Management approach, organizations offers more strategic processes for executives, retain employee engagement as well as efficiency (Hollenbeck Jamieson, 2015). The automation and standardization process will support the HR department to ascertain reliability and efficient alignment (Ulrich Dulebohn, 2015). The process of standardization helps in cost and time reduction required for regular tasks and further offers comparable data to decision makers across various units of the organization. HR strategies, which cater to all the employees of the organization, are recognized as essential to labour commitment and efficiency (Kehoe Wright, 2013). Israel possesses a comprehensive understanding of HRM and perceives employees as valued partners of the organization. Taking his understanding in consideration, a stimulating and efficient line management approach must be introduced in CERA, which will assist the company to identify and assess its staffs and further comprehend their needs and desires. Here, the concept of teamwork and coordination must be mentioned as well. Team ties not only acknowledge monitoring norms but also facilitates in successful coordination within departments (Nyberg et al., 2014). It is considered to have an immense influence to the success of the company by planning tactful methods to reach its current and upcoming targets, further enhancing individual employee growth and engagement. Crap Model Criteria Nyberg et al., 2014 Hollenbeck Jamieson, 2015 Currency (Is the information recent enough for your topic?) Originally published online on September 7, 2012. This article has been originally published online in 2015. Reliability/Relevance (Where does the information come from, and does the information apply to your topic?) Secondary source References have been provided in the article The article is peer-reviewed by anonymous reviewers with appropriate information provided. The information is general as well as balanced. Secondary source References have been provided in the article The article is peer-reviewed with appropriate information provided. The information is general as well as balanced. Authority (Who authored this information?) Authors-Anthony J. Nyberg; Thomas P.Moliterno; Donald Hale, Jr. and David P. Lepak Credentials have been provided as well Authors-John R. Hollenbeck and Bradley B. Jamieson Credentials have been provided as well. John R. Hollenbeck, a PhD holder is a University distinguished professor working at Michigan University. He is generally responsible for conducting his researches on team performance along with multi-team systems. Bradley B. Jamieson, a PhD candidate as well as an MBA from South Carolina University. His research primarily focuses on social networks and HRM. Purpose/Point-of-View (What was the intent of the author, and how is the author connected to the information?) Intended audience- Research scholars The purpose of the article is thus to provide information to the researchers about the unit level of Human Capital Management. The aforementioned article is research based The authors have comprehensively conceptualized the theoretical aspects of Human Resource Policies and current conceptual strategies related to it. Intended audience- University students. The purpose of the article is to thus to provide detailed information about phenomena and consequences related to team performance, employee engagement, human capital and several other aspects related to HRM. The aforementioned article is research based The authors have broadly evaluated the teamwork, interaction and knowledge management contributes to productive outcomes in business. The CRAP test primarily explores four major areas namely currency, reliability, authority and purpose. The above CRAP model it can be witnessed that the two internet sources have successfully cleared the four fundamental principles of the CRAP test. Thus, it can be stated that the two selected articles have effectively accomplished the criteria of the CRAP test. Conclusion Therefore, from the above discussion it can be concluded that Evidence Based Human Resource practice can be regarded as an essential tool for the establishment and maintenance of the reliability and sincerity of the HR function performed at the strategic level effective within the organization. One of the importance of evidence based HR practice lies in increasing the ability to support HR practice with the strategic purposes of the company. It further provides a detailed analytical approach on the present data, statistics and analytics prevailing within the organization. However, it must be noted that a HR who relies on evidence-based management generally holds a different approach to risks, issues and rewards of management. As per the evaluation, it can be stated that, the three aforementioned strategic approaches would provide direction to Israel Tobin to demonstrate an outstanding presentation to Mark French about the ways he could add a strategic value further resulting to produ ctive and cost-effective outcomes to CERA. The two internet resources from where the strategic human resource strategies are drawn have been methodically evaluated with the help of CRAP model in order to assess the credibility of the two aforementioned articles. References Dumas, M., La Rosa, M., Mendling, J., Reijers, H. A. (2013).Fundamentals of business process management(Vol. 1, p. 2). Heidelberg: Springer. Retrieved from: https://link.springer.com/content/pdf/10.1007/978-3-642-33143-5.pdf Gully, S. M., Phillips, J. M., Castellano, W. G., Han, K., Kim, A. (2013). A mediated moderation model of recruiting socially and environmentally responsible job applicants.Personnel Psychology,vol: 66(4), pp: 935-973. Doi: 10.1111/peps.12033 Hollenbeck, J. R., Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: Implications for strategic human resource management.The Academy of Management Perspectives,vol: 29(3), pp: 370-385. Doi: 10.5465/amp.2014.0140 Jackson, S. E., Schuler, R. S., Jiang, K. (2014). An aspirational framework for strategic human resource management.The Academy of Management Annals,vol: 8(1), pp: 1-56. Doi: https://doi.org/10.1080/19416520.2014.872335 Kehoe, R. R., Wright, P. M. (2013). The impact of high-performance human resource practices on employees attitudes and behaviors.Journal of management,vol: 39(2), pp: 366-391. Doi: doi.org/10.1177/0149206310365901 Marchington, M., Wilkinson, A., Donnelly, R., Kynighou, A. (2016).Human resource management at work. Kogan Page Publishers. Retrieved from: https://books.google.co.in/books?hl=enlr=id=0QfGDgAAQBAJoi=fndpg=PR1dq=Marchington,+M.,+Wilkinson,+A.,+Donnelly,+R.,+%26+Kynighou,+A.+(2016).+Human+resource+management+at+work.+Kogan+Page+Publishersots=cmsXOBJiVbsig=jpqenjUmrJi2cr2iYmoPfjTcrhU#v=onepageq=Marchington%2C%20M.%2C%20Wilkinson%2C%20A.%2C%20Donnelly%2C%20R.%2C%20%26%20Kynighou%2C%20A.%20(2016).%20Human%20resource%20management%20at%20work.%20Kogan%20Page%20Publishersf=false Marler, J. H., Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management.Human Resource Management Review,vol: 23(1), pp: 18-36. Doi: doi.org/10.1016/j.hrmr.2012.06.002 Nyberg, A. J., Moliterno, T. P., Hale Jr, D., Lepak, D. P. (2014). Resource-based perspectives on unit-level human capital: A review and integration.Journal of Management,vol: 40(1), pp: 316-346. Doi: doi.org/10.1177/0149206312458703 Sparrow, P., Brewster, C., Chung, C. (2016).Globalizing human resource management. Routledge. Retrieved from: https://www.danangtimes.vn/Portals/0/Docs/52017321-ebooksclub.org__Globalizing_Human_Resource_Management__Global_Hrm_.pdf Ulrich, D., Dulebohn, J. H. (2015). Are we there yet? What's next for HR?.Human Resource Management Review,vol:25(2), pp: 188-204. Doi: https://doi.org/10.1016/j.hrmr.2015.01.004