Charles Sturt University: HRM502 Evidence-Based HRM Presentation

This presentation provides a critical evaluation of evidence-based human resource management (HRM). It begins by defining evidence-based HRM and its importance in organizations, supported by academic journal references. The presentation then explores the strategic values of HR functions, emphasizing the need for evidence-based practices to align with organizational goals. It also examines the role of HR in decision-making and its impact on long-term competitive advantage. A critical analysis of relevant articles is presented, highlighting the strategic value of HR and the importance of evidence-based approaches. The conclusion summarizes the key findings, emphasizing the significance of evidence-based HRM in enhancing employee engagement and driving strategic directions within organizations. The presentation includes references to academic articles and online sources to support its arguments.

EVIDENCE BASED HRM

Introduction
Human resource management (HRM) is associated
with the many different practices.
Turnover of employees, proper education on the
organisational behavior, performance of job, pay
according to the performance, and competence are
important area which are related to the evidence based
HRM.
HRM relies on the scientific evidence.
This increases the chances of success in jobs and
improve the organization performance.

References
Aguinis, H. & Lengnick - Hall, M.L. (2012).
Assessing the value of human resource
certification: A call for evidence - based human
resource management. Human Resource
Management Review, 22(4), 281 - 284.
Bezzina, F., Cassar, V., Tracz - Krupa, K. &
Przytula, S. (2017). Evidence - based human
resource management practices in three EU
developing member states: Can manager tell
truth fr-om fallacy? European Management
Journal, 56(06), 89-96.

STRATEGIC VALUES OF
HR FUNCTIONS

Introduction
 HRM response to technical, demography, and
globalisation changes.
 There is gaps within the HR function of the CERA.
 The evidence based HRM should add the planned
value regarding the purposes of HR.
 It is effective to have the HR operating model, senior
management, and high HRM capacity with evidence
based HRM.
 CERA executives should change the culture program
by the creation of mutual set regarding codes of
conduct and standards for functions of HR in CERA.

Introduction
Involvement of HR is important within the
process of decision making.
This is effective for the strategic process and
maintain the long-term competitive advantage at
sustainable level.
CERA is required to involve HRM within the
decision making through the use of core
principles within the business strategy.
It will increase the HR functions strategic value.

References
KPMG. (2015). Evidence -based HR: The
bridge between your people and delivering
business strategy. Retrieved from :
https://assets.kpmg.com/content/dam/kpmg/pdf/
2015/04/evidence-based-hr.pdf
Sheehan, C., De Cieri, H., Cooper, B. & Shea,
T. (2016). Strategic implications of HR role
management in a dynamic environment.
Personal Review, 45(2), 353 - 373

CRITICAL ANALYSIS

Introduction
First article report includes KMPG which
concentrate on evidence based HRM and
strategic values.
It consist of survey from 376 executives at
global level.
Next article is the strategic allegation of the role
of HR management within the vibrant
environment.
It was issued within the ‘personal review’.

Introduction
These kind of analysis present the HR utilities
strategic value and evidence based Human resource
management.
The first report of KMPG present the academic
implications.
Information in second research is based on detailed
info with the widespread analysis.
These both presented the balanced information.
The first article offers the understanding to HR
specialists to recognize the evidence based functions
of HRM.
Another article is concentrate on the practical
implications.

References
KMPG. KMPG. 03 20, 2020.
http://www.kpmg.com (accessed 03 20, 2020).
Researhgate. Researchgate. 03 20, 2020.
https://www.researchgate.net/ (accessed 03 20,
2020).

Conclusion

Introduction
It present the crucial evaluation of the HR
functions with the objective to describe the
evidence based practices of the HRM.
In today’s time evidence based HRM is known
as the main function of HR.
It present the recommendations to add the
strategic values within the functions of HR.
This improves the engagement of employees,
and develop the knowledge with the strategic
directions.

References
 Aguinis, H. & Lengnick - Hall, M.L. (2012). Assessing the value of human
resource certification: A call for evidence - based human resource
management. Human Resource Management Review, 22(4), 281 - 284.
 Bezzina, F., Cassar, V., Tracz - Krupa, K. & Przytula, S. (2017). Evidence -
based human resource management practices in three EU developing
member states: Can manager tell truth fr-om fallacy? European
Management Journal, 56(06), 89-96.
 KPMG. (2015). Evidence -based HR: The bridge between your people and
delivering business strategy. Retrieved from :
https://assets.kpmg.com/content/dam/kpmg/pdf/2015/04/evidence-based-
hr.pdf
 Sheehan, C., De Cieri, H., Cooper, B. & Shea, T. (2016). Strategic
implications of HR role management in a dynamic environment. Personal
Review, 45(2), 353 - 373
 KMPG. KMPG. 03 20, 2020. http://www.kpmg.com (accessed 03 20,
2020).
 Researhgate. Researchgate. 03 20, 2020. https://www.researchgate.net/
(accessed 03 20, 2020).