Human resources

 Q 1.

 Today, companies are using evidence-based human resources practices similar to other fields like medicine and nursing, criminology, public policy, and education. Evidence-based practice is the process where the organizations make decisions using scientific evidence derived from research and findings (Barends et al. 2017). They focus on applying research results rather than personal preferences and intuition.  However, some organizations do not practice evidence-based management despite the evidence that evidence-based management is associated with higher productivity and financial performance. The reasons as to why organizations do not practice evidence-based management is because;  organizational managers do not have the knowledge based on academic research or in other words, they do not use the scientific evidence while making decisions but rather they use personal experience and adhere to organization common practices (Barends et al. 2017). In most cases, they seek guidance from peers, formal education, intuition, and readily available information. Managers are also not interested in reading academic journals and relevant research databases due to lack of research and statistical knowledge. Managers also argue that they lack time to conduct scientific research and find it difficult to access research findings (Barends et al. 2017). Generally, education and research experience affect the attitudes toward evidence-based practices. Managers who have experience with research have positive attitudes whereas managers who are not familiar with academic research or have insufficient skills have difficulties in understanding scientific research.

 

 

 Q2.

 Promotion can bring long-term consequences to the company. Thus, it is important to use the appropriate evaluation criteria to build value and increase performance and productivity.   Note that promotion is beneficial for both the organization and the employee because when the employee is promoted, he or she will increase morale, performance, and productivity and the organization will enjoy the profit (Grabner & Moers, 2013). The performance measure that I would select for promotion decision is the employee's ability on the current performance. Tracking how the employee is performing is an important step that will help understand whether the employee will be capable in working at a higher level.  As a human resource manager, I would measure the quality of the performance, work quantity, and work efficiency (Grabner & Moers, 2013). Generally, I would measure the job performance focusing on both qualitative and quantitative metrics in order to compare employees' profile and promote the top performers.

 

 

 

 

 

References

 

Barends, E., Villanueva, J., Rousseau, D. M., Briner, R. B., Jepsen, D. M., Houghton, E., & Ten Have, S.

(2017). Managerial attitudes and perceived barriers regarding evidence-based practice: An

international survey. PloS one, 12(10), e0184594.

 

Grabner, I., & Moers, F. (2013). Managers' choices of performance measures in promotion decisions: An

analysis of alternative job assignments. Journal of Accounting Research, 51(5), 1187-1220.