Evidence-based HRM through Analytics: Reducing the Propensity of HRM to become a Cinderella

• Autorzy: Vincent Cassar , Frank Bezzina

Warianty tytułu

HRM oparte na faktach z wykorzystaniem analityki: zmniejszenie skłonności HRM do zostania Kopciuszkiem

• Języki publikacji: EN

Abstrakty

EN

HRM practitioners often struggle to adopt a strategic function in their organization. Borrowing from evidence-based management, this paper highlights the importance of data for enabling better HRM decision-making as irregular decision-making processes can lead to mistakes. Often managers lack the time to evaluate the data and/or have incomplete data. Unfortunately, studies indicate that HRM practices are still heavily based on popular knowledge, misconceptions and behavioural/strategic assumptions of 'what should work best'. Yet increasingly literature concedes that HRM practices impact performance and the relationship is by and large universal, thus demanding improved decisions through the relevant use of data which has been discussed for many years. The paper addresses important points in HRM analytics and emphasises that this requires HR practitioners to develop three important skill sets: an understanding of data treatment and analysis, the use of IT and knowledge of other business areas since like other fields of management, HRM is evolving and needs to adapt to changes at work to become more strategically relevant.(original abstract)

Praktycy HRM często z trudem wprowadzają funkcję strategiczną w swoich organizacjach. Na podstawie HRM opartego na faktach w artykule podkreślono znaczenie danych dla lepszego podejmowania decyzji w HRM, ponieważ nieuregulowane procesy decyzyjne mogą prowadzić do błędów. Często menedżerowie nie mają czasu na ocenę danych i/lub nie posiadają wystarczających danych. Niestety wiele badań pokazuje, że praktyka HRM nadal w znacznym stopniu opiera się na wiedzy potocznej, na błędnym rozumieniu oraz na behawiorystycznych/strategicznych założeniach o tym, co "powinno najlepiej działać". Zarazem przeważa opinia, że działania HRM mają wpływ na wyniki i te relacje są dość powszechne, a zatem wymagają usprawnienia decyzji poprzez właściwe użycie danych, od dawna będące przedmiotem rozważań. W artykule wskazano istotne elementy analityki HRM i podkreślono, że jej użycie wymaga od specjalistów HR rozwinięcia trzech istotnych zespołów umiejętności: zrozumienia użycia i analityki danych, korzystania z IT oraz wiedzy o innych sferach biznesu. Ponieważ, tak jak inne dziedziny zarządzania, HRM także ewoluuje, konieczna jest adaptacja do zmian w pracy, by zwiększyć jego strategiczne znaczenie.(abstrakt oryginalny)

Słowa kluczowe

EN

HRM standards; Human Resources Management (HRM); Decision making

PL

Standardy HRM; Zarządzanie zasobami ludzkimi; Podejmowanie decyzji

• Czasopismo: Nauki o Zarządzaniu / Uniwersytet Ekonomiczny we Wrocławiu
• Rocznik: 2017
• Numer: nr 4 (33)
• Strony: 3--10

Twórcy

autor

Vincent Cassar

• University of Malta

autor

Frank Bezzina

• University of Malta

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Identyfikatory

DOI

10.15611/noz.2017.4.01