Kernvragen PEW
https://pure.uvt.nl/ws/portalfiles/portal/56449809/
Evidence_Based_HRM_OPEN_PRESS_TIU.pdf
HC 1
HRM & HR-praktijken
Human Resource Management = som strategie, beleid, procedures en dagelijkse
handelingen die samen tot doel hebben:
Doel: werkgever-werknemer relaties in organisaties sturen om doelen te bereiken,
afstemming op contextuele omstandigheden
HR-praktijken (activiteiten/interventies)
Procedures voor aansturen w/w- relaties
Ervaren door mensen op werkvloer
Gebruikt door managers/teams/w/etc
3 fases HR
1. Entree: Hoe medewerkers aantrekken?
(Baananalyse, recruitment, werkgever branding, functieomschrijving, flexibele
contracten, etc)
2. Werk: Hoe gaat het met productie op de werkvloer?
(Welzijn werknemers, werknemersparticipatie, werk-prive balans,
3. Transitie: Waarom beeindiging contract?
(Onderzoek naar vrijwillige beeindigers, exitgesprek, cultuurverschillen)
Niet alle HR-praktijken effectief -> selectie-interviewvragen
Evidence-based HRM
Wetenschap en praktijk
Bewijs zoeken in wetenschappelijk onderzoek en in organisatie, voorafgaand aan het
onderwerpen van HR-praktijk
Verschillende organisaties, contexten en vraagstukken -> verschillende oplossingen
Kennisclip 1
Employment relationship = reciprocal relationship between employers and employees
Mass production -> bigger organisations
Cities weren’t prepared -> horrible worker conditions
Early 20th century -> more attention to employee welfare
Why didn’t they complained -> would be replaced by another employee -> workers should
unite in a strike, so worker unions were forbidden
First strike in 1903 in Amsterdam
To avoid a war -> employee needs were met
,Industrial relations = describe power negotiations organizations
1910: Scientific Management -> optimizing and simplifying jobs, productivity would increase
(assembly lines)
1930-1950: Human relations school: experimental and control group -> studies changes
while using a tactic -> social psychological effects > work design effects
Happy workers are productive workers
1950-1970: growth and decline of welfare state
Government found cheaper workers from other countries
1980: Initiation of human resources -> how to motivate employees for the best results
EPI and BPI -> Which Employee investments paid off?
Gap between practical and science-based solutions big
1995: Strategic HRM
Research: More HR best practices -> employees improve -> financial performance of
organization
Why don’t all organizations use all those effective HR practices?
It doesn’t fit
Small organization can’t bear costs
More industrial than services
Context is complex
Many stakeholders
Some are unethical
Research-practice gap
Evidence-based HRM -> decision-making method to find effective interventions to manage
HR by taking research evidence into account together with understanding the needs and
requirements of stakeholders while upholding the ethical standards for employees
Equifinality = not one solution, same outcome in different ways
Kennisclip 2
Bounded rationality hinders decision-making -> relie on quick fixes
= Een theorie die zegt dat mensen rationele beslissingen kunnen nemen, maar dan wel
binnen de grenzen van hun cognitieve processen
Problem quick fix = immediate action on a problem
Is influenced by fads and fashion, limited understanding of the problem, or inaccurate
knowledge, motivated by organizational politics and self-interest. Not evaluated, often
followed by another quick fix. Quick fixes harm organizations and employees!
Slower fix -> evidence-based decision-making -> more sustainable solution
EB-HRM is a conscientious, explicit and judicious decision making process to address
important people-related issues in organizations
,Evidence from local context, external research evidence, perspectives of people who are
affected
H1: EB HRM
Decision-making flowchart
1. Identify a problem (WAT, WAAROM)
2. Understanding of the problem
3. Formulate a focused question
4. Evidence
a. Collect local evidence
b. Collect external evidence
5. Evaluate the evidence
6. Generate alternatives
7. Decide, prepare and implement
8. Evaluate the HR practise
Evaluating evidence
- Validity
o Understand cause of the problem
o Ask right questions (people, data) -> goede vragen stellen aan goede
mensen
o Quality of measures, research design, good theory
- Reliabilty
o Results similar if replication
o Findings same if asked someone else (steekproefgrootte)
o Iemand objectief naar de organisatie laten komen om vragen af te nemen
- Generalizability
o Evidence could be used to say something about targeted employees
o Kan je het onderzoek ook voor een andere context gebruiken?
- Ethicality: no harm!
6. brainstorming about options -> eventual choice will depend on local & external evidence
7. communication with employees and management
8. evaluation is done by someone else
Voordelen EB HRM
- Better understanding of problems in organization
- Culture of learning and curiosity
- Cumulative availability of data
- Reduction of organizational politics -> managers learn to learn, reducing power play
Not useful?
- Arguable: common, day-to-day management
- Crisis situations
,However?
- EB HRM knowledge will improve decision-making on day-to-day basis
- Culture and evidence and evaluating will improve organizational learning
EB HRM Core elements:
1. Practitioners apply their expertise and judgment consciously
2. Evidence from local context
3. Critically evaluate external evidence
4. Taking perspectives of the affected into account
Not one solution to one problem -> searching for the best alternative
Rational decision-making -> doelgericht een beslissing nemen, waarbij er geen rekening met
mensen gehouden wordt
Mensen niet altijd rationele beslissing nemen -> gelimiteerd door cognitief denkvermogen,
begrijpen van probleem, sociale voorkeuren en vooroordelen, toegang tot kennis en
machtspositie
Evidence leads to existence of an empirically observable causality -> understanding all
causes that lead to current state of outcome
Four sources of evidence
1. Stakeholder evidence = all opinions and perceptions about problem & causes
2. Organizational evidence = management information present
3. Experiential evidence = knowledge previous problems
= local evidence -> systematically gathered data with aim to inform local decisions
4. Scientific evidence = what’s known about it in science?
HC 2
Evidence-based HRM
- HR-praktijken gebruiken in context van de organisatie
- Kritisch naar kwaliteit van de evidence
- Besluitvormingsproces
- Combineert lokale en externe evidence
Lokaal bewijs
- Vragenlijsten, enquetes -> vragen medewerkers
Extern bewijs
- Een overzicht van onderzoek naar effectieve interventies (systematische review) ->
onderzoeker heeft gekeken naar interventiestudies
Zonder validiteit -> informatie niet bruikbaar voor probleemvraag
Zonder betrouwbaarheid -> geen goed uitgangspunt voor advies
,Zonder generaliseerbaarheid -> bewijs is alleen van toepassing op zeer specifieke gevallen
die niet vergelijkbaar zijn met de mensen over wie het probleem gaat
Kennisclip 3
Organizational outcomes -> referred to when making a business case
Investing in HR improves performance
Operational performance
o E.g. productivity, sales
Financial performance
o E.g. profits, return to assets, return to investments
Employee performance
o E.g. retention, value added per employee
Innovation indicators
o E.g. new products, patents
Overall performance
o E.g. ratings for ‘top’ lists
Resources = tangible and intangible features that enables actors to realize their goals
The more resources available, the better performance on the desired outcome
Total set of resources determines an actor’s strength in reaching outcome = capability to
perform
Better resources available than others -> competitive advantage
Resources matter -> Resource based view
1. Physical capital
o Hardware of organization
o E.g. Money, office, factories
o Tangible (what you can see on balance sheet)
o Can be replaced
2. Organizational capital
o Represents intangible resources -> how work is done in an organization
o E.g. policies, style, leadership style
o Structural -> strategies, like control system,
i. Mostly written down ->explicit
o Organizational -> internal and external relations -> interaction between people
-> implicit
3. Human capital
o Sum of all knowledge, skills and ideas available of people in an organization
o More difficult to count -> implicit
o Individual workers -> assets to obtain income and wealth
o Group -> human resources, shared knowledge, education, motivation
Which resources lead to competitive advantage?
Unique resources will lead to a sustainable, competitive advantage -> contribute to unique
capability:
Valuable resources
, 1. Sustainable -> resource is reliable, works a long period of time
2. Rare -> other resources won’t easily get a hold of it
3. Non-transparent -> resource is hard to understand by competition -> cannot be
copied
4. Non-transferable -> resource only has value when it’s part of a set -> loses value
when transferred
Social and human capital -> highest value unique capability
- Are stored in minds and behavior of people
- Individuals leaving take their knowledge and skills
- Transfer of skills and knowledge is difficult
- Workforce is capable and motivated
Business case for HRM -> investing in HRM leads to unique capability for competitive
advantage -> more profits
H2: EB HRM
Improved productivity lies not only in meeting quantity requirements, but also quality
relationships
Employees add value to organizations by processing and advancing knowledge
- Must be willing to actually use their talents -> HRM theory
Planned strategic management -> process in which the characteristics of the organization
are listed next to characteristics of the environment
- Positive characteristics -> building blocks of organization (e.g. location)
- Weaker characteristics -> tear organizations down (e.g. slow communication)
- Scanning these will reveal opportunities and insights about threats (SWOT-analysis)
o SWOT-analyse critical points: if all organizations follow those opportunities,
they will all pursue the same strategies
o Modern: achieving competitive advantage
Not all forms of capitals lead to improves competitive advantage: they’re an investment ->
resource must be valuable -> a better quality of service than available to competition
https://pure.uvt.nl/ws/portalfiles/portal/56449809/
Evidence_Based_HRM_OPEN_PRESS_TIU.pdf
HC 1
HRM & HR-praktijken
Human Resource Management = som strategie, beleid, procedures en dagelijkse
handelingen die samen tot doel hebben:
Doel: werkgever-werknemer relaties in organisaties sturen om doelen te bereiken,
afstemming op contextuele omstandigheden
HR-praktijken (activiteiten/interventies)
Procedures voor aansturen w/w- relaties
Ervaren door mensen op werkvloer
Gebruikt door managers/teams/w/etc
3 fases HR
1. Entree: Hoe medewerkers aantrekken?
(Baananalyse, recruitment, werkgever branding, functieomschrijving, flexibele
contracten, etc)
2. Werk: Hoe gaat het met productie op de werkvloer?
(Welzijn werknemers, werknemersparticipatie, werk-prive balans,
3. Transitie: Waarom beeindiging contract?
(Onderzoek naar vrijwillige beeindigers, exitgesprek, cultuurverschillen)
Niet alle HR-praktijken effectief -> selectie-interviewvragen
Evidence-based HRM
Wetenschap en praktijk
Bewijs zoeken in wetenschappelijk onderzoek en in organisatie, voorafgaand aan het
onderwerpen van HR-praktijk
Verschillende organisaties, contexten en vraagstukken -> verschillende oplossingen
Kennisclip 1
Employment relationship = reciprocal relationship between employers and employees
Mass production -> bigger organisations
Cities weren’t prepared -> horrible worker conditions
Early 20th century -> more attention to employee welfare
Why didn’t they complained -> would be replaced by another employee -> workers should
unite in a strike, so worker unions were forbidden
First strike in 1903 in Amsterdam
To avoid a war -> employee needs were met
,Industrial relations = describe power negotiations organizations
1910: Scientific Management -> optimizing and simplifying jobs, productivity would increase
(assembly lines)
1930-1950: Human relations school: experimental and control group -> studies changes
while using a tactic -> social psychological effects > work design effects
Happy workers are productive workers
1950-1970: growth and decline of welfare state
Government found cheaper workers from other countries
1980: Initiation of human resources -> how to motivate employees for the best results
EPI and BPI -> Which Employee investments paid off?
Gap between practical and science-based solutions big
1995: Strategic HRM
Research: More HR best practices -> employees improve -> financial performance of
organization
Why don’t all organizations use all those effective HR practices?
It doesn’t fit
Small organization can’t bear costs
More industrial than services
Context is complex
Many stakeholders
Some are unethical
Research-practice gap
Evidence-based HRM -> decision-making method to find effective interventions to manage
HR by taking research evidence into account together with understanding the needs and
requirements of stakeholders while upholding the ethical standards for employees
Equifinality = not one solution, same outcome in different ways
Kennisclip 2
Bounded rationality hinders decision-making -> relie on quick fixes
= Een theorie die zegt dat mensen rationele beslissingen kunnen nemen, maar dan wel
binnen de grenzen van hun cognitieve processen
Problem quick fix = immediate action on a problem
Is influenced by fads and fashion, limited understanding of the problem, or inaccurate
knowledge, motivated by organizational politics and self-interest. Not evaluated, often
followed by another quick fix. Quick fixes harm organizations and employees!
Slower fix -> evidence-based decision-making -> more sustainable solution
EB-HRM is a conscientious, explicit and judicious decision making process to address
important people-related issues in organizations
,Evidence from local context, external research evidence, perspectives of people who are
affected
H1: EB HRM
Decision-making flowchart
1. Identify a problem (WAT, WAAROM)
2. Understanding of the problem
3. Formulate a focused question
4. Evidence
a. Collect local evidence
b. Collect external evidence
5. Evaluate the evidence
6. Generate alternatives
7. Decide, prepare and implement
8. Evaluate the HR practise
Evaluating evidence
- Validity
o Understand cause of the problem
o Ask right questions (people, data) -> goede vragen stellen aan goede
mensen
o Quality of measures, research design, good theory
- Reliabilty
o Results similar if replication
o Findings same if asked someone else (steekproefgrootte)
o Iemand objectief naar de organisatie laten komen om vragen af te nemen
- Generalizability
o Evidence could be used to say something about targeted employees
o Kan je het onderzoek ook voor een andere context gebruiken?
- Ethicality: no harm!
6. brainstorming about options -> eventual choice will depend on local & external evidence
7. communication with employees and management
8. evaluation is done by someone else
Voordelen EB HRM
- Better understanding of problems in organization
- Culture of learning and curiosity
- Cumulative availability of data
- Reduction of organizational politics -> managers learn to learn, reducing power play
Not useful?
- Arguable: common, day-to-day management
- Crisis situations
,However?
- EB HRM knowledge will improve decision-making on day-to-day basis
- Culture and evidence and evaluating will improve organizational learning
EB HRM Core elements:
1. Practitioners apply their expertise and judgment consciously
2. Evidence from local context
3. Critically evaluate external evidence
4. Taking perspectives of the affected into account
Not one solution to one problem -> searching for the best alternative
Rational decision-making -> doelgericht een beslissing nemen, waarbij er geen rekening met
mensen gehouden wordt
Mensen niet altijd rationele beslissing nemen -> gelimiteerd door cognitief denkvermogen,
begrijpen van probleem, sociale voorkeuren en vooroordelen, toegang tot kennis en
machtspositie
Evidence leads to existence of an empirically observable causality -> understanding all
causes that lead to current state of outcome
Four sources of evidence
1. Stakeholder evidence = all opinions and perceptions about problem & causes
2. Organizational evidence = management information present
3. Experiential evidence = knowledge previous problems
= local evidence -> systematically gathered data with aim to inform local decisions
4. Scientific evidence = what’s known about it in science?
HC 2
Evidence-based HRM
- HR-praktijken gebruiken in context van de organisatie
- Kritisch naar kwaliteit van de evidence
- Besluitvormingsproces
- Combineert lokale en externe evidence
Lokaal bewijs
- Vragenlijsten, enquetes -> vragen medewerkers
Extern bewijs
- Een overzicht van onderzoek naar effectieve interventies (systematische review) ->
onderzoeker heeft gekeken naar interventiestudies
Zonder validiteit -> informatie niet bruikbaar voor probleemvraag
Zonder betrouwbaarheid -> geen goed uitgangspunt voor advies
,Zonder generaliseerbaarheid -> bewijs is alleen van toepassing op zeer specifieke gevallen
die niet vergelijkbaar zijn met de mensen over wie het probleem gaat
Kennisclip 3
Organizational outcomes -> referred to when making a business case
Investing in HR improves performance
Operational performance
o E.g. productivity, sales
Financial performance
o E.g. profits, return to assets, return to investments
Employee performance
o E.g. retention, value added per employee
Innovation indicators
o E.g. new products, patents
Overall performance
o E.g. ratings for ‘top’ lists
Resources = tangible and intangible features that enables actors to realize their goals
The more resources available, the better performance on the desired outcome
Total set of resources determines an actor’s strength in reaching outcome = capability to
perform
Better resources available than others -> competitive advantage
Resources matter -> Resource based view
1. Physical capital
o Hardware of organization
o E.g. Money, office, factories
o Tangible (what you can see on balance sheet)
o Can be replaced
2. Organizational capital
o Represents intangible resources -> how work is done in an organization
o E.g. policies, style, leadership style
o Structural -> strategies, like control system,
i. Mostly written down ->explicit
o Organizational -> internal and external relations -> interaction between people
-> implicit
3. Human capital
o Sum of all knowledge, skills and ideas available of people in an organization
o More difficult to count -> implicit
o Individual workers -> assets to obtain income and wealth
o Group -> human resources, shared knowledge, education, motivation
Which resources lead to competitive advantage?
Unique resources will lead to a sustainable, competitive advantage -> contribute to unique
capability:
Valuable resources
, 1. Sustainable -> resource is reliable, works a long period of time
2. Rare -> other resources won’t easily get a hold of it
3. Non-transparent -> resource is hard to understand by competition -> cannot be
copied
4. Non-transferable -> resource only has value when it’s part of a set -> loses value
when transferred
Social and human capital -> highest value unique capability
- Are stored in minds and behavior of people
- Individuals leaving take their knowledge and skills
- Transfer of skills and knowledge is difficult
- Workforce is capable and motivated
Business case for HRM -> investing in HRM leads to unique capability for competitive
advantage -> more profits
H2: EB HRM
Improved productivity lies not only in meeting quantity requirements, but also quality
relationships
Employees add value to organizations by processing and advancing knowledge
- Must be willing to actually use their talents -> HRM theory
Planned strategic management -> process in which the characteristics of the organization
are listed next to characteristics of the environment
- Positive characteristics -> building blocks of organization (e.g. location)
- Weaker characteristics -> tear organizations down (e.g. slow communication)
- Scanning these will reveal opportunities and insights about threats (SWOT-analysis)
o SWOT-analyse critical points: if all organizations follow those opportunities,
they will all pursue the same strategies
o Modern: achieving competitive advantage
Not all forms of capitals lead to improves competitive advantage: they’re an investment ->
resource must be valuable -> a better quality of service than available to competition
