Applying Evidence-Based HRM: A Case Study of CERA's Challenges

This report analyzes the significance of evidence-based human resource management within an organization, focusing on its strategic functions. It uses a case study of the HR Manager at CERA, who faces challenges in convincing the CEO and executive team about the importance of HR functions aligned with organizational strategies. The report includes academic journals to support the HR Manager's arguments in discussions with the executive team, emphasizing how strategic human resource management encourages high performance and manages human capital effectively. The analysis highlights the alignment of HR functions with organizational strategies to improve business performance and gain a competitive advantage, addressing the outdated perceptions of HR roles within CERA's executive team.

Running head: EVIDENCE-BASED HRM PRACTICE IN CERA
EVIDENCE-BASED HRM PRACTICE IN CERA
Name of the Student
Name of the University
Author Note

1EVIDENCE-BASED HRM PRACTICE IN CERA
Executive Summary
This report is based on the analysis of the importance of the human resource management of
an organization related to the strategic functions of the organization. This analysis is based on
the case study of the HR Manager of CERA and the problems that he is facing while
convincing the CEO and the executive team of the company regarding the importance of the
HR related functions of the organizations based on the strategies. The academic journals are
provided based on the topic to support Israel Tobin in the process of pitching the discussion
in front of the executive team of the organization.

2EVIDENCE-BASED HRM PRACTICE IN CERA
Table of Contents
Part A.............................................................................................................................3
Part B..............................................................................................................................3
Part C..............................................................................................................................4
Part D.............................................................................................................................5
References......................................................................................................................6

3EVIDENCE-BASED HRM PRACTICE IN CERA
Part A
Evidence based human resource management can be defined as the process by which
the HR related factors are identified critically before they are implemented. The HRM related
approaches that have the solidest basis of the support in the form of evidence and are able to
attain the desired consequences are selected (Wright et al., 2016).
The significance of evidence based HRM practices are as discussed further. The
decisions are made in a much more effective and informed manner, the policies and practices
of HRM are based on the practical applications. The credibility of the HRM practices
increases and the approach is more analytical in nature.
Evidence based management is the new and evolving process of management where
the decisions are made on the basis of evidences. The evidence based management process
supports the practices of the organizations and the managerial decisions as well. The
judgement made by the management is based on the practical circumstances and the ethical
concerns (Tenhiälä et al., 2016).
The significance of evidence based management lies on the fact that this way of
management helps to link the gap between the research that is performed and the practices of
the management. The decisions made by the management in this process is much more
practical and relevant as compared to the other ways of management (Glaub et al., 2014).
Part B
The human resource management function of an organization adds value to the
strategy of the organization. This process can also be termed as strategic human resource
management or SHRM which is an important concept in the business environment. Strategic
human resource management helps to encourage high levels of performance in the workplace
and managing the human capital. The process of strategic human resource management links
the human resource management function of an organization and the strategic goals of the
organization. The main objective of this function is to improve the performance of the
business and thereby achieve the strategic goals of the organization (Kramar et al., 2014) The
SHRM function of an organization helps in developing an organizational culture that supports
flexibility and innovation and also helps the organization in gaining competitive advantage.
SHRM refers to the process by which the HR related activities are considered to be the
strategic partner for formulating the strategies of the company and thereby implementing

4EVIDENCE-BASED HRM PRACTICE IN CERA
these strategies. The strategies of the organizations should be aligned with functions related
to the human resource management including, selection, recruitment, training and then
rewarding the employees as well. Strategic planning of the human resource functions of the
organizations is the procedure of analysing the availability of the HR functions so that
objectives of the organization can be met (Storey, 2014)
The information and the analysis related to this source can help Israel Tobin the HR
Manager of CERA to convince the executive team of the company to change the functions
related to the HR of the company. The ideas of the executive team of CERA about the HR
related functions of a company was outdated. According to them the functions are only
related to managing the employees and maintain databases. The CEO of the company, Mark
French also had the idea about the HR functions. The analysis of the academic source in the
above portion will be able to support the thoughts of Israel Tobin to link the HR functions
with the strategies of the company.
Part C
Kramar, R., Bartram, T., De Cieri, H., Noe, R., Hollenbeck, J., Gerhart, B., & Wright,
P. (2014). Human resource management in Australia – Strategy, people,
performance (5th ed.).North Ryde: McGraw-Hill
Currency – The book has been written in the year 2014 and it is a recent article related to the
subject in concern.
Reliability - The books are sourced from the internet and the reference method has also been
provided. The book is not peer reviewed and academic in nature. The book has acted as the
correct source of information for the relevant topic and is enough to support the argument of
the HR Manager of CERA Israel Tobin. The information is detailed in nature and is directly
related to the topic of linking the HR functions with the strategies of the organization. The
information is balanced in nature and is not biased towards any argument.
Authority - The book is written by several authors however; it is not linked with any
organization. The credentials of the authors are not provided in the book. The authors are
experts in their own fields and their writing can be considered as credible.

5EVIDENCE-BASED HRM PRACTICE IN CERA
Purpose - The intended audience for the books are the management professionals who
require an insight into the topic that is discussed in this report. The book is intended to inform
the readers about the topic and not for any kind of sale related purposes. The book is based on
the research of the topic and not any type of event. The author has interest in the topic and
this is evident from the detailed research that is provided in the report.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge
Revivals). Routledge.
Currency – The book has been written in the year 2014 and it was published in the last 4
years.
Reliability – This book is also sourced from the internet and the reference method has also
been provided. The book is not peer reviewed and academic in nature. The information is
detailed in nature and is directly related to the topic of linking the HR functions with the
strategies of the organization. The information is balanced in nature and is not biased towards
any argument.
Authority - The book is written by several authors however; it is not linked with any
organization. The credentials of the authors are not provided in the book. The authors are
experts in their own fields and their writing can be considered as credible.
Purpose - The intended audience for the book are the management professionals who require
an insight into the topic that is discussed in this report. The book is intended to inform the
readers about the topic and not for any kind of sale related purposes. The book is based on the
research of the topic and not any type of event. The author has interest in the topic and this is
evident from the detailed research that is provided in the report.
Part D
The information required to conduct research about a topic should be directly related
to the topic of discussion. The nature of the information used to perform the analysis of the
topic should be detailed and supportive towards the selected topic. The information also
needs to credible and genuine in nature and should be able to properly address every aspect of
the topic in such a way so that the audience can be convinced about the argument. This type
of detailed information will help the person in concern to convince the other parties about the
topic of the argument. On the other hand, the information should not be biased towards any
part of the argument and should be balanced in nature. In this case, the information provided

6EVIDENCE-BASED HRM PRACTICE IN CERA
by the journal articles will support the argument of the HR Manager of CERA, Israel Tobin
to convince the executive team and the CEO of the company about the argument. The
argument in this case is regarding the functions of the human resource department in the
organization. The changing business environment has changed the functions of the human
resource department as well. This is the main issue which will be pitched by Israel Tobin in
the meetings of the company.

7EVIDENCE-BASED HRM PRACTICE IN CERA
References
Glaub, M. E., Frese, M., Fischer, S., & Hoppe, M. (2014). Increasing Personal Initiative in
Small Business Managers or Owners Leads to Entrepreneurial Success: A Theory-
Based Controlled Randomized Field Intervention for Evidence-
BasedManagement. Academy of Management Learning & Education, 13(3), 354-379.
Kramar, R., Bartram, T., De Cieri, H., Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P.
(2014). Human resource management in Australia – Strategy, people, performance
(5th ed.).North Ryde: McGraw-Hill
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Tenhiälä, A., Giluk, T. L., Kepes, S., Simón, C., Oh, I. S., & Kim, S. (2016). The Research‐
Practice gap in human resource management: A Cross‐Cultural study. Human
Resource Management, 55(2), 179-200.
Wright, A. L., Zammuto, R. F., Liesch, P. W., Middleton, S., Hibbert, P., Burke, J., & Brazil,
V. (2016). Evidence‐based Management in Practice: Opening up the Decision
Process, Decision‐maker and Context. British Journal of Management, 27(1), 161-
178.