Evidence-Based Human Resource Management Practices

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Table of Contents

Introduction
Review
Analysis
Conclusion
References

Introduction

The journal article, “Evidence-based human resource management practices in three EU developing member states: Can managers tell truth from fallacy?”, by Bezzina, Cassar, Tracz-Krupa, and Tipuric, sought to evaluate the extent to which human resources management (HRM) adheres to evidence-based practices as opposed to commonplace beliefs that are not supported by any form of research. The study was carried out in Poland, Croatia, and Malta using a mixed-methods approach.

Review

The authors of this article wanted to assess the extent to which HRM managers know and apply evidence-based practices when making decisions and policies. Additionally, the article sought to establish the managers’ views on the role of theory and research and any gaps between these two elements, which are critical in the day-to-day running of HRM activities. The authors reviewed the available relevant literature materials on the subject including books, journal articles, and websites.

Two studies were carried out. In the first one, the researchers wanted to assess the extent to which HRM managers use evidence-based approaches when making decisions in the workplace. Purposive sampling was used. The target sample population consisted of general HRM managers in major firms in Wroclaw (Poland), Zagreb (Croatia), and Malta. As such, 300 managers, 100 from each location, were selected as respondents and they completed web-based questionnaires. Hierarchical multiple regression was used for data analysis. The results from this study indicated that evidence-based decision-making is an evolving area, and thus most managers do not use it in HRM practices.

In the second study, the aim was to establish the forms and sources that managers apply theory in HRM practices. A qualitative approach was used to collect data for this study. Purposive sampling was used to select the participants whereby guided interviews were used to gather information. Finally, 20 participants (8 from Poland, 7 from Malta, and 5 from Croatia) were selected for the study. The respondents from Malta and Croatia noted that they normally use the available evidence together with policy and stakeholders’ guidelines when making decisions. On the other hand, managers from Poland relied more on internal and external networks as compared to published evidence as sources for information. However, all the participants noted that they try as much as possible to employ HRM theories in their management practices. Nevertheless, they all agreed that such theories have limitations in terms of the extent to which they can be employed. Additionally, the respondents noted the existence of numerous gaps between theoretical and practical HRM practices. Such gaps can be bridged by offering internships for practitioners to reconcile theory with practice.

Analysis

The article is well written with most components of academic research. For instance, the study’s purpose is clearly stated together with an in-depth literature review on the subject. The authors stated the methodology used starting from sampling to data collection and analysis. The results are given to answer the research questions clearly and sufficiently. The authors identified a problem, carried out research to address the same, and came up with appropriate answers to the stated issue.

However, the article has several weaknesses. First, the study sample size used in both studies is small. As such, the results cannot be generalized in other set-ups. For instance, in the second study, only 20 participants were used. Given that this study used a qualitative approach, which is subject to bias, the obtained results may not be compelling and ascertainable. Additionally, the study only focused on three countries in Europe. Therefore, the results may not be relevant in other areas across the world or even the rest of Europe. Additionally, purposive sampling used in the study is not representative; hence, the results may not give a clear picture of HRM practices in the selected three countries. Similarly, the study targeted major organizations, and thus the status of the topic on the small organization is unknown.

Despite the noted limitations of the article, the implications of the study to HRM practices are enormous. Bezzina, Cassar, Tracz-Krupa, Przytula, and Tipuric (2017) found out that evidence-based practices in HRM are not widespread. This realization calls for an urgent review of how managers use research findings in making decisions. According to Kianto, Saenz, and Aramburu (2017), making decisions and policies based on the available evidence is one of the best approaches towards any form of management including HRM. Therefore, human resources managers should be sensitized on the importance of using the evidence-based approach when making decisions and policies.

Conclusion

The article by Bezzina et al. (2017) explored the use of the evidence-based approach in HRM practices. The authors identified a problem and carried out research, which gave clear results. Moving forward, future researches should focus on studying this topic within the global context. Small companies should also be studied. The authors noted that the available research on how theory and research are transferred to the HRM practice is limited. As such, future research should focus on this issue to determine how HR managers are trained coupled with the extent to which they apply their knowledge in practice. This aspect will address the current gaps between theory and practice.

References

Bezzina, F., Cassar, V., Tracz-Krupa, K., Przytula, S., & Tipuric, D. (2017). Evidence-based human resource management practices in three EU developing member states: Can managers tell truth from fallacy? European Management Journal, 35(5), 688-700.

Kianto, A., Saenz, J., & Aramburu, N. (2017). Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research, 81, 11-20.

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Evidence-Based Human Resource Management Practices

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