...WHAT IS EBM: Evidence-based management (EBM) is a new study that has been implemented in today’s organizations. The best example of EBM is applied in Medical field. But question arise here, why todays organizations need EBM, especially mangers. From the past records of mangers works, it is found out that most of the managers rely on old management style, which includes: • Past experience • Market trends • Old business records The result of old management style result into two outcomes; Success or Failed badly. WHY EBM: From all kind of managerial field (medical to education), EBM is used to evaluate and apply scientific research to find and solve the situation in best possible way. By using scientific solutions, organizations can save both their time and resources. Dr. David Sackett, gives the example of medical field in which new medicine experience is only gained by experience and practice. HOW TO APPLY EBM: Before we implement any condition in work place, we need to apply rules on test bases and watch out the outcome of system/conditions weather it is in positive or negative by taking a feedback from employees. These system/conditions can also be applied by market research, company product & services or customer feedback. But before taking such steps, we can always refer to experienced persons or companies, who implemented such systems and check there possible outcomes and problems they faced during and after EBM system. We can also reward people...
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...decision makers in discovering and interpreting evidence related decisions. These developmental tools are to promote the use of evidence-based management within a health care setting. The informed decision toolbox was created to help merge the gap between evidence based research and decision making within an organization (Crump & Spurgeon, n.d.). These tools consist of six steps that will guide managers and decision makers in constructing well informed decisions. The steps are composed of; framing the question behind the decision, finding sources of information, assessing the accuracy of information, assessing the applicability of the information, assessing the actionability of the information and determining if the information is adequate are used by managers to consider if the decision they are making is well informed (Young, 2002). Framing Questions and Locating Sources By framing the question behind the decision, a manager must first identify what the decision is and then determine what information must be obtained in order to make a well informed decision. To properly make a well informed decision, a manager must frame a question that will properly translate what research must be conducted to begin research. The questions will be used as a foundation to set the interested outcomes, discover the population it will affect, and the settings and time frames in which it will take place. This method allows management to make necessary considerations on how the objective...
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...payers, and others have joined the chorus of agents demanding greater performance accountability. Management decisions are now both more visible and more consequential. / http://content.healthaffairs.org/content/24/1/151.full Evolution of the use of evidence. For centuries, medical practice has been based mostly on clinical experience and judgment. Several recent developments have increased the promise and imperative of evidence-based decision making: tremendous growth in biomedical science and innovation; development of the evaluative clinical sciences; advances in communication and IT; and growing recognition that evidence-based decision making provides a framework for addressing health care policy challenges. emerging health information technology (HIT) revolution makes it possible to push evidence to the point of care and to identify where (and why) practice and evidence diverge. Fourth, reliable evidence can address the dual imperatives of controlling costs and improving quality. //////// http://www.hhnmag.com/hhnmag_app/jsp/articledisplay.jsp?dcrpath=HHNMAG/Article/data/11NOV2007/0711HHN_Outbox&domain=HHNMAG Evidence-based management in health care organizations is as crucial as evidence-based medicine: the latter improves the quality of care and the former improves the quality of management decision-making. Instances of overuse, underuse and misuse of management tactics and strategies receive far less attention and are much more difficult to document than their...
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...Hupnan Resource Management GAINING A COMPETITIVE ADVANTAGE The Ohio State University JOHN R. HOLLENBECK Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012). GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of key HR issues due to deficient HR strategies: GM’s Problems and HR Issues 1. Greater workers’...
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...International Conference on Management January 1-4, 2006 Exploring the Role of Individual’s Attitude in the HR-Organization Performance Linkage Process Ramkumar, N., PSG College of Technology, Coimbatore ram_mba_stc@yahoo.co.in Krishnaveni, R., PSG College of Technology, Coimbatore kegi_4@yahoo.com There is a growing debate in the corporate arena regarding the level of contribution of the human resource practices to the bottom line of the organization. In line with this, researchers have conducted numerous studies to demonstrate the positive association between HR and performance and provide encouragement to the HR professionals with their empirical results. The present paper makes a critical analysis of such literature and adds value to the concept. Although such strong relationship exists, the mediating or intervening variable in the process was not dealt with. This review based work identifies the intervening variable and provides a convincing evidence and explanation to the linkage process. The theoretical background for a new direction in the HR-performance linkage research is put forth to the researchers associated in this field. Keywords: Human Resource Practices, Organizational Performance, Organizational Commitment. 1. Introduction Today across the globe, it is widely accepted that organization success depends on its people. It is clear that human capital and intellect drive business growth. Over the years, the profession of HR has developed around the assumption...
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...operations. For the first strategy an HR system is proposed that is very similar to the control HR system (Lepak, Liao, Chung & Harden, 2006). Main goal of this system is to improve efficiency and productivity by enforcing and monitoring compliance of the employees using specific rules and procedures. Employees are rewarded based on quantifiable performance measures and receive minimal training, therefore they are highly interchangeable to ensure flexibility in up- or downscaling the workforce. These practices reduce employment costs and ensure employee productivity. For the second strategy a high performance work system (Lepak et al., 2006) is proposed which focuses on investment in employees and elements of high commitment approaches. Within this system the practices focus on the growth of knowledge and skills of employees, high employment security and empowerment, such as offering intensive training and internal career opportunities. These practices can contribute to employee turnover decrease, the development of an internal knowledge base of the organization and retaining specific knowledge within the organization (Delery and Doty, 1996). The main difference between these systems is the perceived value of employees. In the first system, employees are seen as means to an end, in the second system employees are an important asset contributing to the competitive advantage of the organization. Delery and Doty (2006) hypothesize that some HR practices will always have a positive...
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...EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human...
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...Researching Team Building There are many things may arise in the workplace that can cause conflict between employees and negatively affect the production or quality of work. In this paper I will give a summary of an article called becoming an evidence based HR practitioner. This article is relevant to this paper because it gives background on how to address issues in the workplace, using evidence based solutions. Also, I have chosen to focus on team building exercises and how they affect employees in the workplace. I will include evidence to support my argument whether or not this is a useful technique. Becoming an Evidence-Based HR Practitioner Becoming an evidenced based HR practitioner was a very insightful article to read. The article described EBHR as a decision making process that combines critical thinking and scientific evidence along with business information. It also informs the reader how to get started as an EBHR practitioner. The key aspect to EBHR is to actively manage professional decisions. This involves making decisions using practices supported by high research. The article also includes step by step set of approaches to becoming an evidence based HR practitioner. It offers guidance for evidence- based practice the article underscores the connection between effective practice and organizational research. Team Building and Employee Relationships The question I decided to focus on was “Do team building exercises improve relationships...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...Human Resource Management, 12e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading E) staffing Answer: C Explanation: The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) representative D) generalist E) marketer Answer: A Explanation: The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Page Ref: 4 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) employee orientation D) management process E) adaptability screening Answer: D Explanation:...
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...After accessing the advantages and disadvantages of using a Web-based compensation tool versus a client-server in my opinion I think the client –server is beneficial. “Thin-client technology was designed to make the Information Technology administrator’s job easier. With the arrival of thin clients, administrators no longer had to install a product update or a service release on a client desktop; they could use think technology to connect to a remote server and run all applications from a single point. But for a while, the technology had one major flaw: It required the installation of a software product on the desktop. Thin-client technology lets companies serve applications to graphical terminals in a manner similar to that used with legacy mainframe technology. Thin clients resemble today’s client/server systems but actually function as time-sharing clients on which applications are remotely displayed (Seltzer A. Mark, 2001). A client-server is beneficial because it can be controlled locally versus a web-based server has to be controlled through a provider. Web-based servers can only be accessed through internet based but a client-based server can be accessed by any local network. A client-based server is in full control whereas a web-based server is not in control of the software on hand. “Job evaluation creates an internal hierarchy of value. In the most common form of job evaluation, a set of factors is developed that reflects characteristics that add value to work in...
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...EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated, "Talent Management" Approach to Managing Human...
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...of the responses to the East Asian economic crisis and the coverage of the literature on globalization. While the response to the crisis has focused on macroeconomic aspects, the issue of globalization has been addressed predominantly in and with respect to the developed economies of Western Europe, North America and Japan. This paper is an attempt to address these two limitations. Since the human factor is the key in the new era of globalization (Hassan, 1992; Sims & Sims, 1995), the primary objective of this paper is to present a conceptual framework for effective management of human resources as a response to the growing interaction of globalization and business performance. Three central arguments are made in this paper. (1) That a growing body of evidence converge to suggest that changes taking place in the global business environment often are not accompanied by complementary changes in human resource management practices leading to a situation whereby the failure of some firms is due to the mismanagement of people rather than to problems with technical systems per se. (2) That this is because organizations have achieved relatively low levels...
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