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1 – 10 of over 1000Lisa Maertens, Ellen Daniëls, Annie Hondeghem and Wouter Vandenabeele
Notwithstanding that evidence-based human resource management (EBHRM) is gaining more ground in governmental institutions, it is still lacking a clear and research-driven…
Abstract
Purpose
Notwithstanding that evidence-based human resource management (EBHRM) is gaining more ground in governmental institutions, it is still lacking a clear and research-driven conceptualisation (Marler and Fisher, 2013). Therefore, this study seeks to establish a fundamental clarifying concept of EBHRM by using a systematic literature review.
Design/methodology/approach
This method builds on an intensive scanning of 2,584 (interdisciplinary) articles, collected from Web of Science and Scopus. Eventually, 50 articles met the predetermined inclusion criteria and were analysed. The most recent conceptualisation of evidence-based management in the literature has served as a guideline to compare the review results and further scrutinise the differences and similarities (Barends et al., 2014; Barends and Rousseau, 2018; Rynes and Bartunek, 2017).
Findings
This has enabled us to elaborate a comprehensive conceptualisation. The articles were divided into two groups, one group (n = 31) has Rousseau et al. as a reference, the other (n = 19) did not, and used various definitions. Three themes were identified: evidence-based research methods (n = 30), specific skills (n = 36) necessary to apply an evidence-based strategy and a link with the academic-practice gap (n = 25).
Practical implications
Based on the results, we recommend adding two dimensions to strengthen the current conceptualisation: a first dimension referring to how evidence-based management can be established (i.e. which methods and skills are necessary) and a second dimension referring to the why of evidence-based management in an organisation (reducing the academic-practice gap).
Originality/value
This paper starts from a systematic review approach unlike previous research in the field to contribute to the further conceptualisation of EBHRM (Rynes and Bartunek, 2017).
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B.S. Patil and M.R. Suji Raga Priya
The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components…
Abstract
Purpose
The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components. Data analytics, HRM and strategic business require empirical investigations and how to over come HR data analytics implementation issues.
Design/methodology/approach
A semi-systematic methodology for its evaluation allows for a more complete examination of the literature that emerges theoretical framework and a structured survey questionnaire for quantitative data collection from IT sector personnel. SPSS analyses data.
Findings
Future research is essential for organisations to exploit HR data analytics’ performance-enhancing potential. Data analytics should complement human judgment, not replace it. This paper details these transitions, the important contributions to theory and practice and future research.
Research limitations/implications
Data analytics has grown rapidly and might make HRM practices faster, more efficient and data-driven. HR data analytics may improve strategic business. HR data analytics on employee retention, engagement and organisational success is insufficient. HR data analytics may boost performance, but there is limited proof. The authors do not know how HRM data analytics influences firms and employees.
Originality/value
Data analytics offers HRM new opportunities, along with technical and ethical challenges. This study makes a significant contribution to HR data analytics, evidence-based practice and strategic business literature. In addition to estimating turnover risk, identifying engagement factors and planning interventions to increase retention and engagement, HR data analytics can also estimate the risk of employee attrition.
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André de Waal and Maarten Roobol
In the home furnishing industry outside contract installers produce higher quality work than in-house installers which is reflected in less revisits to customers to repair…
Abstract
Purpose
In the home furnishing industry outside contract installers produce higher quality work than in-house installers which is reflected in less revisits to customers to repair mistakes. Many home furnishing retailers are therefore contemplating introducing so that the quality of the work of in-house installers will be linked to financial incentives, thus resembling the situation of contract installers. However, a necessary condition for a successful introduction of bonuses is that in-house installers are motivated by it to deliver better quality work, i.e. cause less revisits. The purpose of this paper is to look into the question whether the introduction of bonuses could be used to increase the quality of work of in-house.
Design/methodology/approach
For the research the four steps of the evidence-based HRM framework, as developed by Rousseau and Barends (2011), were used. In steps 1, literature review, the research question was formulated based on work motivation theories (in particular on intrinsic and extrinsic motivation, bonuses, and the differences between contract workers and organizational employees). In step 2, systematic gathering of facts, two existing questionnaires were combined to measure the motivation of the two types of installers.
Findings
In step 3, evaluation, the differences between the motivational factors and attitude towards bonuses was analysed for both groups of installers. The research results show that although in-house installers are potentially motivated by bonuses, they differ so much from contract installers in their general work motivation that introducing bonuses by no means will be a success. In step 4, ethical considerations, the consequences of the research findings were discussed.
Research limitations/implications
The main limitations are the use of a self-constructed questionnaire and the fact that the research was conducted at only one case company, thus rendering the generalization of findings problematic.
Practical implications
The practical implication of the study is that management of the case company can now better prepare itself for the issues to be expected when introducing bonuses for the in-house installers.
Originality/value
This research adds to the literature on the effects of bonuses on motivation. It also addresses a gap in the literature as there is currently hardly any academic literature on the conditions necessary to introduce bonuses for craftsmen successfully, and on whether this introduction is advantageous for organizations in the first place. In addition, the case company offered the opportunity to research the issue in a comparative way, by looking at the motivational factors influencing in-house installers and contract installers who work in the same conditions, something which to the knowledge of the authors has not been done before. Finally, the sue of an evidence-based HRM framework is quite unique for the human resource management field.
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Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly…
Abstract
Three decades of academic and professional discourse on HR technologies (HRTs) have produced continued disagreement over construct definitions and research streams that are highly fragmented. These realities suggest that greater consistency in meanings is sorely needed if we are to integrate and upgrade knowledge in this area. This chapter draws on the findings of a systematic research review to properly define the content domains of human resource information systems (HRIS), virtual human resources (virtual HR), electronic human resource management (e-HRM), and business-to-employee (B2E) systems. An integrative synthesis was performed on 242 system-level writings that appeared in the literature from 1983 to 2017. The weight of the evidence strongly supports treating HRIS, virtual HR, e-HRM, and B2E systems as independent, complimentary constructs. While the first three comprise a firm’s HRT system, the fourth construct is more appropriately positioned in the business-collaborative system. The sample was further evaluated with an analytic framework to detect patterns of practice in research designs. This revealed that much more attention has been focused on system actions and outcomes than on attitudes and system characteristics. Different units of analysis were well represented aside from trans-organizational studies. Finally, a case is made for better contextualizing HRT research by recognizing differences in assimilation stage, functional penetration, and collective proficiency. These factors are rarely mentioned, let alone studied, raising additional concerns about measurement error. Detailed suggestions are offered on ways to incorporate them. Together, these materials should promote more sophisticated and generalizable assessments of technology, improving our ability to understand its impacts.
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Michael A. Lodato, Scott Highhouse and Margaret E. Brooks
Many human resource professionals erroneously believe that they can hire the best employees without the assistance of decision aids. The purpose of this study is to examine…
Abstract
Purpose
Many human resource professionals erroneously believe that they can hire the best employees without the assistance of decision aids. The purpose of this study is to examine personal and situational characteristics that may relate to preference for intuition‐based approaches to hiring employees.
Design/methodology/approach
A representative sample of 206 managers and directors of human resources management was asked to complete an online questionnaire addressing psychological constructs and career information.
Findings
The authors found that the profile of a professional who prefers intuition‐based hiring is one who is an experiential thinker (i.e. tends to make everyday decisions based on feelings), is less experienced, works for a smaller organization, and does not possess advanced professional certification. Hiring context (i.e. selecting hourly versus salaried employees) did not influence preferences for intuition‐based hiring.
Research limitations/implications
Elements of the study are cross‐sectional and based on self‐reports. This does not allow for causal interpretations and increases the risk of common method bias.
Practical implications
Qualities that serve a human resource professional well in some aspects of work performance may interfere with the adoption of evidence‐based practices.
Originality/value
This study is the first to examine the characteristics of human resource professionals that are associated with a preference for intuition‐based hiring, and provides a new measure of selection decision‐making approach that may be used as a dependent variable in future research on the topic.
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The purpose of this paper is to provide an introduction to the new journal, its inspirations, scope and ambitions.
Abstract
Purpose
The purpose of this paper is to provide an introduction to the new journal, its inspirations, scope and ambitions.
Design/methodology/approach
The paper reviews selected strands of the literature on evidence‐based scholarship and discusses some of the observations and remedial recommendations made in the literature to bring research, policy and practice closer together.
Findings
Drawing on these observations and recommendations, the paper highlights the roles our authors and their published works can play when contributing to an evidence‐based HR research agenda. Building on these insights, the paper arrives at the journal's editorial vision and encourages the production of scholarly empirical research articles that have a high impact on the HR field as a whole. Embracing the richness of contributions from multiple disciplines and supporting a thematic diversity in the international HR arena, the paper introduces and explains the core principles EBHRM strives to encourage and promote: empirical robustness, analytical rigour and practical significance.
Originality/value
In the spirit of these arguments, the paper makes the case for taking on the challenge of moving scholarship, policy and practice closer together and introduces the first contributions.
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Jillian Cavanagh, Timothy Bartram, Matthew Walker, Patricia Pariona-Cabrera and Beni Halvorsen
The purpose of this study is to examine the rostering practices and work experiences of medical scientists at four health services in the Australian public healthcare sector…
Abstract
Purpose
The purpose of this study is to examine the rostering practices and work experiences of medical scientists at four health services in the Australian public healthcare sector. There are over 16,000 medical scientists (AIHW, 2019) in Australia responsible for carrying out pathology testing to help save the lives of thousands of patients every day. However, there are systemic shortages of medical scientists largely due to erratic rostering practices and workload issues. The purpose of this paper is to integrate evidence-based human resource management (EBHRM), the LAMP model and HR analytics to enhance line manager decision-making on rostering to support the wellbeing of medical scientists.
Design/methodology/approach
Using a qualitative methodological approach, the authors conducted 21 semi-structured interviews with managers/directors and nine focus groups with 53 medical scientists, making a total 74 participants from four large public hospitals in Australia.
Findings
Across four health services, manual systems of rostering and management decisions do not meet the requirements of the enterprise agreement (EA) and impact negatively on the wellbeing of medical scientists in pathology services. The authors found no evidence of the systematic approach of the organisations and line managers to implement the LAMP model to understand the root causes of rostering challenges and negative impact on employees. Moreover, there was no evidence of sophisticated use of HR analytics or EBHRM to support line managers' decision-making regarding mitigation of rostering related challenges such as absenteeism and employee turnover.
Originality/value
The authors contribute to HRM theory by integrating EBHRM, the LAMP model (Boudreau and Ramstad, 2007) and HR analytics to inform line management decision-making. The authors advance understandings of how EBHRM incorporating the LAMP model and HR analytics can provide a systematic and robust process for line managers to make informed decisions underpinned by data.
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Gisela Demo, Ana Carolina Rezende Costa and Karla Veloso Coura
Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM…
Abstract
Purpose
Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations.
Design/methodology/approach
Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage).
Findings
The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity.
Research limitations/implications
The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others.
Practical implications
The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments.
Social implications
Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability.
Originality/value
The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.
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Julia Christensen Hughes and Evelina Rog
The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention…
Abstract
Purpose
The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.
Design/methodology/approach
This article is based on a review of the academic and popular talent management literatures.
Findings
Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.
Practical implications
Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.
Originality/value
This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.
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