Introduction to Human Resource Management: Condensed Summary - lectures and book
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Cours
410122-B-6
Établissement
Tilburg University (UVT)
Book
Evidence Based HRM
This is a condensed summary of the most important information relevant for the exam of the Introduction to Human Resource Management course. The summary combines the lecture notes and the chapters from the book Evidence Based HRM by Brigitte Kroon. This is everything you need to quickly grasp befor...
Summary - Introduction to Human Resource Management
Samenvatting Final introduction to strategic HRM
Samenvatting midterm Introduction to Strategic HRM 2023/2024
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Tilburg University (UVT)
Introduction to Human Resource Management
410122-B-6
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Aperçu du contenu
INTRODUCTION TO
HUMAN RESOURCE MANAGEMENT
MOST IMPORTANT NOTES
,Table of Contents
CHAPTER 1 EVIDENCE BASED HRM ................................................................................................ 2
CHAPTER 2 INVESTING IN PEOPLE AND BUSINESS PERFORMANCE................................... 6
CHAPTER 3 KNOWLEDGE MANAGEMENT .................................................................................. 10
CHAPTER 4 PERFORMANCE UNDER CONDITIONS OF CHANGE ......................................... 15
CHAPTER 5 WAR FOR TALENT ....................................................................................................... 21
CHAPTER 6 POWER OF WORKERS ................................................................................................ 25
CHAPTER 7 DIVERSITY AND INCLUSION .................................................................................... 30
CHAPTER 8 DECENT WORK ............................................................................................................. 35
1
,CHAPTER 1 EVIDENCE BASED HRM
Covered in LECTURE 1 and 2
HRM:
▪ The sum of all strategy, policy, procedures, and day-to-day acts
▪ that together aim to guide employer-employee relations in organizations.
▪ total words the goals of the organizations
▪ while ensuring alignment with various contextual conditions such as organization characteristics,
industry dynamics, competition, label markets, legal and institutional settings, and societal dynamics
HR practices:
▪ All the policies and procedures used for managing employment relations.
▪ Are experienced by people in workplaces.
▪ And used by managers, teams, project leaders, and employees themselves.
NOTE:
Equifinality:
▪ There are equally effective different solutions that lead to the same outcome, but in different ways.
▪ One solution does not fit all organizations.
▪ Different organizations, contexts and issues require different practices.
Look for research evidence before designing an HR practice.
Rational decision-making in HRM
▪ considering all information and weighing it according to some criteria before deciding
It is impossible to have all the information to make a good decision --> the choice for HR practices is
one of bounded rationality:
● Bounded rationality
o An effort to the best decision given an imperfect understanding of reality.
o However, there are strategies to add more rationality to decision-making.
In the rush of day-to-day business, decision-makers often solve problems in a quick way by quick fixes:
Quick fixes:
▪ immediate action on a problem, influenced by inaccurate knowledge and emotions.
▪ risky decisions that can do as much harm as doing nothing at all. Therefore, we should use Evidence-
based HRM.
Slower fixes: A more sustainable solution using EBHRM.
EB-HRM:
- a decision-making process to address important people-related issues in organizations by combining
the best available research evidence with measurable data and professional knowledge.
● A method for practitioners who consciously apply their expertise and judgment.
● Who use evidence from the local context to which the decision applies.
2
, ● Who critically evaluate of the best available external research evidence.
● Who take perspectives of people who are affected by the decision into account.
Evidence
● Local Evidence:
o data collected in organizations, in a particular organizational setting with the aim to inform
local decisions.
o helps to create a thorough overview of the problem at hand and the possible causes and
consequences.
o the applicability of external research data, helps to convince internal managers of a research-
based intervention by presenting numbers and clarifying the necessity of such an
intervention.
● External Evidence:
o evidence generated by systematic research of similar cases of cause-effect relationships.
o data from outside the organization, gathered from databases filled with research findings
created by scientists.
can be a:
▪ meta-analysis (statistical way of examining overall strength of research findings
regarding a specific topic)
▪ systematic review (patterns among several studies, core concepts and ideas repeatedly
mentioned
Evaluating the quality of evidence
1. Validity
▪ there is an actual relation between a cause and an effect, X (independent variable) and Y (dependent
variable)
▪ there are no alternative explanations for a causal relationship: rule out alternatives for X→ Z
relationship.
▪ three strategies to check validity:
a. High quality of measures
b. Quality of research measures (longitudinal > cross-sectional)
c. Good Theory: described mechanism should work in as many contexts as possible.
2. Reliability
- Reliability means that we can be largely certain that if we would repeat our research, we would find the
same results.
The evaluation of reliability involves two elements:
● Replicability of the evidence: Finding the same result over and over again. The more often a causal
relationship has been reproduced and found, the more robust is the evidence.
● Quality of the sample:
→ larger groups > smaller groups (sample size)
3
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