1.Evidence-based HRM, a specific application of the broader term, evidence-based Management, is a cornerstone in this subject. Using at least two information sources from academic journals, explain what is meant by this term. Why is this Important in HR Practice?
2.Find any two internet written sources that you believe would be useful to Israel Tobin in persuading Mark French of the Strategic Value of the HR function in CERA.
3.Using the CRAP test, evaluate the two sources that you used above.
This process is in charge of making all the decisions and combines the critical thinking of business information with that of the evidence. The evidence based HRM is the professional decision maker. The decisions are made taking into context the high quality research and the evidence based HRM needs daily practise to learn the integration of HR practises of the organisation (Armstrong & Taylor, (2014). The evidence based HRM allows the HR with an understanding of taking good decisions and make the practises, which actually work. There is no place of blind trust in any organisation and thus if the HR lacks knowledge then the organisation suffers a stagnant state. The good HR is brilliant in critical thinking and has a questioning mindset. The mindset offers them with exploring, understanding, testing the effectiveness of the decisions. This critical thinking in HR is inserted with the help of evidence based HRM practitioner. The evidence based HRM instigates the HR to think and make such decisions taking into context the evidence, which will affect the organisation in a positive way. The evidence based HRM is the base of a HR and HR is related to the organisational challenges and promotes practices using organisational facts and assessments (Marler & Fisher, 2013).
Israel Tobin proposed to imply innovative culture in their work design process, he has proposed the idea of inculcating innovation in work design to Mark French, and the executive team right after Mark showed him the Australian innovation system report, which states that no company is inculcating innovation in their work design (Samson & Gloet, 2014). The two articles that support his pitch and inform about the importance of his idea are:
McMurray, A. J., Islam, M., Sarros, J. C., & Pirola?Merlo, A. (2013). Workplace innovation in a nonprofit organization. Nonprofit Management and Leadership, 23(3), 367-388.
https://www.annualreviews.org/doi/abs/10.1146/annurev-psych-010213-115208
The above two article support the pitch of Israel Tobin. Innovation management in an organisation is very important work of the HR. The two articles clearly denote that innovation in work place is very important to maintain the standards of the organisation (McMurray et al, 2013). The Australian innovation report clearly mentioned the missing innovation in every organisation including CERA. The role of HR in promoting the workplace innovation is very vital to foster a healthy work environment and get over the stagnant condition of the organisation (Pot, Totterdill & Dhondt, 2016). Tobin can adopt motivational perspectives in CERA to emphasize the importance of innovation in the work place. Innovation in work place will help in the development of the employees’ mental satisfaction and provide them with a proper work place (Xerri, & Brunetto, 2013). Innovation in work place and practising the evidence based HRM process will provide CERA with the thoughts of the customers (Borrás & Edquist, 2014). Tobin believes that CERA is famous for its innovation strategy and it is right to work with an innovative strategy in a pilot place to check with the effectiveness of creativity and innovation in CERA. Innovation is always not about building new infrastructure, it is sometimes doing the same old things in a new way (Torugsa & Arundel, 2016).
Currency: The two articles, which are chosen to support Israel Tobin’s thoughts about innovation, are current and yes, it is from an appropriate time. The articles were first published in the year of 2013 and 2014 respectively. The period is exactly matching to the needs of the discussion. These articles are not at all revised since then thus they are actually the one, which was first published.
Reliability or relevancy: The two article has the accurate and original information and match exactly to Tobin’s comment on implying innovation in work design. Both the articles are about the importance of innovation in the work places and hence support the choice too. The author of the author has used some sources from which he has gathered the idea of the importance of innovation in the work place. Both the article has accurate and proper grammar and the information can be verified from the other given sources. The information in both the article is reliable and has relevance to the discussion. The articles discuss the importance of innovation in any work place taking into consideration any organisation and its employees.
Authority: The source from which the information is found is appropriate and trustable. The authors of the first article are Adela J. McMurray, Md. Mazharul Islam, James C. Sarros and Andrew Pirola-Merlo and that of the second article is Sharon K. Parker. The publisher of the first article is Wiley online library and that of the second article are the official site of annual review of psychology. The URL of the first article ends with .com and that of the second article is .org. both the article contains the actual information about the impact of innovation in work place and its influence on the employees.
Purpose: The author’s motives behind the publishing of the resources are to validate the importance of creativity and innovation in the work place. The authors with the help of those resources want to inform the readers about innovation in work place and to inform them about what role does it play to improve the condition of the environment of the work place. The innovation and creativity is very important method, which provide the employees with a better work place and to the employees with a proper justification and idea about the customers view and thoughts about the organisation (Moran Porter & Curth-Bibb, 2014). . The resources used in this writing have only links to buy the full access to the article and are sponsored by the resource itself. The authors are not biased as they clearly in a brief manner discuss only why work place innovation is needed and what changes will it make in the environment of the work place. Both the article states that innovation will provide the workplace with a different and effective work environment. The work place innovation if adapted in CERA will provide them with an effective work place and will help them to bring critical thinking in their HR practises and practise more evidence based HRM process (Brunetto, 2013).
Conclusion:
The innovation in work place adapted by CERA can be like dividing the office in to two separate areas, first one will be the work area and the second one will be the communication or recreation zone. CERA can also bring innovation in their work place by scheduling some events once a week so that the employees get a chance to enjoy themselves and lessen their burden of work. Tobin can propose the executive team and the CEO to develop a practise of working in the field of any pilot area, which will not bore the employees and help them get interested in working. As Tobin have already thought about the idea of working on a pilot area and practise innovation there then they can give it a try to start with field work as many employees get bored of sitting and working in an office. The innovation in work place will help the employees get more attracted to their work and to office.
References:
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Borrás, S., & Edquist, C. (2014). Education, training and skills in innovation policy. Science and Public Policy, 42(2), 215-227.
Brunetto, Y., Xerri, M., Shriberg, A., Farr?Wharton, R., Shacklock, K., Newman, S., & Dienger, J. (2013). The impact of workplace relationships on engagement, well?being, commitment and turnover in Australia and the USA. , 69(12), 2786-2799.
https://www.annualreviews.org/doi/abs/10.1146/annurev-psych-010213-115208
Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36.
McMurray, A. J., Islam, M., Sarros, J. C., & Pirola?Merlo, A. (2013). Workplace innovation in a nonprofit organization. Nonprofit Management and Leadership, 23(3), 367-388.
Moran, M., Porter, D., & Curth-Bibb, J. (2014). Funding Indigenous organisations: improving governance performance through innovations in public finance management in remote Australia. Australian Institute of Health and Welfare AIHW.
Pot, F., Totterdill, P., & Dhondt, S. (2016). Workplace innovation: European policy and theoretical foundation. World Review of Entrepreneurship, Management and Sustainable Development, 12(1), 13-32.
Samson, D., & Gloet, M. (2014). Innovation capability in Australian manufacturing organisations: an exploratory study. International Journal of Production Research, 52(21), 6448-6466.
Torugsa, N. A., & Arundel, A. (2016). The nature and incidence of workgroup innovation in the Australian public sector: evidence from the Australian 2011 state of the service survey. Australian Journal of Public Administration, 75(2), 202-221.
Xerri, M. J., & Brunetto, Y. (2013). Fostering innovative behaviour: The importance of employee commitment and organisational behaviour. The International Journal of Human Resource Management, 24(16), 3163-3177
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