Human Resource Management: Evidence-Based Practices Analysis Report

This report provides an overview of Human Resource Management (HRM), focusing on evidence-based practices. Part A defines and highlights the importance of evidence-based HRM, emphasizing the use of empirical evidence and expertise in decision-making. Part B examines public employment regulations and HRM practices in Israel, including the role of fixed-term contracts, delegation of responsibilities, and the use of strategic HRM practices compared to the OECD average. Part C delves into the specific HRM practices for senior civil servants in Israel, including recruitment processes, the influence of various bodies on appointments, and the involvement of civil service unions in negotiations. The report also references relevant literature, providing a comprehensive analysis of HRM principles and their application in different contexts, including the impact of situational factors and the importance of setting clear behavioral standards.

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Human Resource Management
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Part A
The evidence based human resource practices are the process of the critically
identification and employing the interventions and the approaches that has the strong base of the
empirical support for attaining the desired form of outcomes (Verbrigghe & Buyens, 2015). The
evidence-based practice of the human resources is a unique way of working where the practioner
of the human resource critically uses the best form of evidences, expertise and the values that
help in making the decisions, interventions and the building the ultimate strategies. Evidence
based HR management is using the existing evidence available within the field of human
resource management in order to inform human resource policy, decision making, interventions
and ultimately strategy. Evidence based HR practice ensures that practitioners have some idea
about what works based on historical and current evidence (Verbrigghe & Buyens, 2015) .
Evidence is usually comprised of data or facts (a fact is a claim supported by empirical
evidence). EBHRP can also be an important tool in establishing and maintaining the credibility
of the human resource function at the strategic level within the organization (Gill, 2017).
Part B
The Appointment Law of the Civil Service, the Civil Service Discipline Law (1963) and
the Civil Service Regulations, among others, are regulating the Public employment in Israel. The
GEF almost covers ninety percent of the civil service of Israel, with the remaining staff being
temporary contractors (Lange, 2013). There is a Fixed-term contract that generally covers under
the GEF and carry similar conditions to open-term contracts. The Casual employment is used,
but it surprisingly falls under the jurisdiction of general labor laws. Dismissals of the laws in the
public sector favor life-long employment.

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The Israeli delegates of the HRM practices are to line up the ministries to a much lesser
extent than the average OECD country (Lange, 2013). The central body of the HRM is involved
in a wider range of the issues that takes the full responsibility for the classification and
distribution of posts and performance appraisal. Few issues are fully delegated to ministries, but
they include budget allocation, career management and dismissal due to poor performance. No
HRM issues are delegated to units/teams (Evans, 2016). Overall, delegation has led to broadly
comparable employment frameworks across the whole of central government. Israel makes much
more use of strategic HRM practices compared to the OECD average. An accountability
framework of management is fully linked to strategic objectives, HRM targets are considered in
performance appraisals of management and regular assessments of ministries’ HRM capacity are
undertaken. Forward planning is used when needed and covers a reasonable horizon; however, it
explicitly considers few aspects of HRM.
The general wage agreements are often negotiated between the government and the trade
union, before there are any second negotiations with the professional union, which is based on
the general agreement and includes bonuses. The basic salary may be indexed to the other
variables if the part of the agreement and it is revised every 3-4 years. The educational
qualifications are the most important form of the determinant of base salary for all grades, with
relevant experience and the specific ministry also factoring in for most grades. Seniority based
pay is in use and the number of years in a similar position factor into a new recruit’s salary
(Evans, 2016).

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Part C
The currency of the CRAP supports that Israel uses a separate HRM practices for the
senior civil servants (SCS) more than any other OECD country. SCS are considered a separate
group and there is a centrally defined skills profile (Story et al., 2014). SCS are recruited as part
of a group upon, are just after, entry into the civil service and potential leadership is regularly
identified through performance assessments. In addition, the Public Service Management Cadet
Program, addressed to young people, aims to cultivate leadership groups and professional
management in public administration. The purpose of the CRAP provides that all the recruitment
for senior management goes through a selection panel, assessment centers are regularly used and
the final decision of the panel/centre is binding. The authority of the CRAP provides that the
minister has influence over the appointment/dismissal of directors general; whilst the ministry
head, HRM department of the ministry and an independent body have influence over that of
lower management levels. All advisors to the ministry’s leadership turn over with a change in
government, as well as many directors general and a few deputy directors general (Story et al.,
2014). Civil service unions are closely involved in negotiations over most HRM issues and do
not receive public funding. Agreement with unions is mandatory regarding base salary, bonuses,
work conditions and the right to strike/minimum service. Law must consult unions consulted
regarding the employment framework and the introduction of new management tools.
Consultation is voluntary regarding government restructuring and unions are not normally
involved in negotiations over the code of conduct (Story et al., 2014). All negotiations take place
at both central and delegated levels. Most public employees are granted the right to unionize, and
most are guaranteed the right to strike, except where minimum service rules apply. Senior

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officials hired under personal contracts are not permitted to unionize or strike, although this
restriction is not specified in law.
The currency of CRAP says that the Legislation was passed in 2008, which limits the use
of contractual/casual labor and aims to assimilate contractual employees who have worked for a
prolonged period into the civil service. No further information was provided regarding reforms to
HRM policies.
The purpose of the CRAP of HRM emphasizes that employees are critical to achieving
sustainable competitive advantage, that human resources practices need to be integrated with the
corporate strategy and that human resource specialists help organizational controllers to meet
both efficiency and equity objectives (Nelson, Callison & Freswick, 2016). The situational
factors influence management’s choice of HRM strategy. Managers and employees need to share
a clear understanding of what is and what is not acceptable behavior within the company.
Unfortunately, in today's workplace, an employer can be held liable for the bad behavior of an
employee, especially when that bad behavior affects other employees, clients or individuals
(Nelson, Callison & Freswick, 2016).
Part D
Setting clear and specific behavioral standards in the form of rules establishes a
framework for spotting and addressing violations of those standards. If you rely on loosely
defined general standards that are not properly documented, then violations become subjective
and open to interpretation (Zibarras & Coan, 2015). The result of such ambiguousness is often
litigation.

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By nature, people are complex beings who will confound you one minute and astound
you the next. Moreover, except for violations that warrant immediate firings, it's usually a wise,
compassionate and financially prudent course to help people strengthen their character by
overcoming their weaknesses (Zibarras & Coan, 2015). Therefore, this approach provides a way
to retain experienced employees and recover the investment in their training.

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References
AL-Husan, F. B., AL-Hussan, F. B., & Perkins, S. J. (2014). Multilevel HRM systems and
intermediating variables in MNCs: longitudinal case study research in Middle Eastern
settings. The International Journal of Human Resource Management, 25(2), 234-251.
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Evans, G. S. (2016). Quantitative study of university students on their perception of female
leadership on publicly traded board of directors(Doctoral dissertation, Northcentral
University).
Gill, C. (2017). Don't know, don't care: An exploration of evidence based knowledge and
practice in human resource management. Human Resource Management Review.
J. Burke, R., L. Dolan, S., & Fiksenbaum, L. (2014, October). Part-time versus full-time work:
an empirical evidence-based case of nurses in Spain. In Evidence-based HRM: A Global
Forum for Empirical Scholarship (Vol. 2, No. 2, pp. 176-191). Emerald Group
Publishing Limited.
Jones, S. C. (2017). Identifying effective characteristics for teaching in urban and suburban
settings (Doctoral dissertation, The University of the Rockies).

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Lange, T. (2013, April). Evidence-based HRM: a scholarship perspective with a difference.
In Evidence-Based HRM: A Global Forum for Empirical Scholarship (Vol. 1, No. 1, pp.
4-15). Emerald Group Publishing Limited.
Nelson, T. A., Callison, K., & Freswick, A. (2016). 10. A comparative study of five countries
with critical mass and its ambiguous impact on HRM policies. Research Handbook of
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Story, J. S., Barbuto, J. E., Luthans, F., & Bovaird, J. A. (2014). Meeting the challenges of
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Tzabbar, D., Tzafrir, S., & Baruch, Y. (2017). A bridge over troubled water: Replication,
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performance using moderating meta-analysis. Human Resource Management
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Verbrigghe, J., & Buyens, D. (2015). Adding value and HRM practice: evidence-based HR.
In Human resource management practices: assessing added value (pp. 15-30). Springer.
Zibarras, L. D., & Coan, P. (2015). HRM practices used to promote pro-environmental behavior:
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