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Importance of Evidence Based HRM and EBHRM in Human Resource Practice

   

Added on  2020-05-28

8 Pages2067 Words102 Views
Running head: HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENTName of the Student:Name of the University:Author Note:

1HUMAN RESOURCE MANAGEMENTImportance of Evidence Based HRM and Evidence Based Management in Human Resource PracticeEvidence Based HRM also known as EBHRM contributes in promoting empiricalscholarship in the field of Human Resource and further aims to offer an international aid aswell as relevant references for the reinforcement and dissemination of the research that hasbeen applied. The concept of EBHRM aims to concentrate on the empirical-relatedinvestigation within the domain of Human Resource Management (HRM) furthermoreidentifies the significant aspects related to applied and statistical concepts whileconceptualizing HRM (Marler & Fisher, 2013). Evidence Based HRM distinguishes Evidence Based Management of HumanResource as a global and multidisciplinary endeavour. It encourages submissions, which arebased on empirical focus from fields of HRM, applied social science, labour economics, andwelfare management (Dumas et al., 2013). In a study, the employee perceptions of advancedlevel HR practices at job group segment have been termed as significant in relation to theirattitudinal as well as behavioural employee consequences (Marchington et al., 2016).However, it must be noted that evidence based management on previously performedempirical work within the domain of substantial human resource management encourages anassociation of high level performance of HR practices with organizational and structuralcommitment (Jackson, Schuler & Jiang, 2014). Evidence based management are significantas they acknowledge that job commitments facilitates the relationship between HR practicesand constructive results related to both employees and organizations. The structured modelfor job demand resources states the connection between work pressure and emotional anxietywith exhaustion, whereas lack of employment resources results in detachment.

2HUMAN RESOURCE MANAGEMENTHR strategies to be implemented by Israel Tobin to demonstrate his strategic value to CERAHR managers are generally expected to control and improve the business performancewith the concept of Strategic Human Resource Management (SHRM). The idea of SHRM isto form a linkage between human resource practices and the strategic to establishorganizational 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 ofCivil Engineering & Research Associated (CERA) to demonstrate to the CEO, Mark Frenchthe strategic value he will provide to the company. Israel Tobin, being aware of the CEO’stask focused behavioural nature must present strategies, which would reflect effectiveoutcomes to enhance the company’s growth. One of the major roles of the HR should be to align its strategies with wider businessstructure and further illustrate methods in which an organization can drive betterproductivity and revenue (Sparrow, Brewster & Chung, 2016). The concept of HumanCapital management must be taken into consideration here, which encourages the HRmanager to shape their objectives and make delivering outcomes their primary focalpoint. With the implementation of Human Capital Management approach, organizationsoffers more strategic processes for executives, retain employee engagement as well asefficiency (Hollenbeck & Jamieson, 2015). The automation and standardizationprocess will support the HR department to ascertain reliability and efficient alignment(Ulrich & Dulebohn, 2015). The process of standardization helps in cost and time

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