Evidence-Based (EB) Management: A focus on          Evidence Based-Human Resource                   Management            ...
The “myths” of Management• Is Management a profession?• Is Management art or science?
What is Evidence-Based Management?• The Scientific Aspects of Effective  Management (Latham, 2009)• Evidence-based managem...
Why EBM Matters            • Results               – Informed decisions  Better outcomes            • Information Quality...
The Science-Practice Gap• Bringing scientists and practitioners together  – Managers are just too busy to keep up-to-date ...
EB HRMThe application of Evidence-Based Management              to Human Resources           Six simple examples of EB HRM...
Example 1: Inspiring employees to           execute strategyWhat doesn’t work              What works• Lack of mission / s...
Example 2: Hiring high-performing              employeesWhat doesn’t work                     What works• The conventional...
Example 3: Developing and training a       high-performing teamWhat doesn’t work                 What works• Traditional o...
Example 4: Motivating to create high-             performersWhat doesn’t work          What works• Hierarchy of needs     ...
Example 5: Instilling resilience in the           face of setbacksWhat doesn’t work                What works• A climate o...
Example 6: Appraising and coaching to      create high performersWhat doesn’t work              What works• Downward perfo...
Six Standards*• Stop treating old ideas as if they were new• Be suspicious of “breakthrough” ideas/studies• Build a commun...
As an epilogue...• EB HRM requires  – time and effort  – willingness and motivation• Both from HR practitioners and HR sci...
17
Thank you very much                                             Ioannis Nikolaou                                   Assista...
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Nikolaou

  1. 1. Evidence-Based (EB) Management: A focus on Evidence Based-Human Resource Management Ioannis Nikolaou Assistant Professor of Organizational Behaviour Department of Management Science & Technology & MSc in Human Resources Management Athens University of Economics & Business www.inikolaou.grhttp://eawopsgm.wordpress.com/
  2. 2. The “myths” of Management• Is Management a profession?• Is Management art or science?
  3. 3. What is Evidence-Based Management?• The Scientific Aspects of Effective Management (Latham, 2009)• Evidence-based management means translating principles based on best evidence into organizational practices (Rousseau, 2006)
  4. 4. Why EBM Matters • Results – Informed decisions  Better outcomes • Information Quality (Fact-Based) – Builds on the Quality Movement • Improved ImplementationIt brings – Better decision follow-through by learning what works • Competence – More systematic, valid managerial learning over time • Organizational Legitimacy – Culture of informed, responsible decision making 4
  5. 5. The Science-Practice Gap• Bringing scientists and practitioners together – Managers are just too busy to keep up-to-date with latest research – The role of management consultants
  6. 6. EB HRMThe application of Evidence-Based Management to Human Resources Six simple examples of EB HRM practises 6
  7. 7. Example 1: Inspiring employees to execute strategyWhat doesn’t work What works• Lack of mission / strategy 1. Develop an Affective and clear path Vision Statement• Expect that employees 2. Set Smart Goals will execute strategy 3. Align Metrics and anyway Demonstrate Integrity 4. Stay Engaged 7
  8. 8. Example 2: Hiring high-performing employeesWhat doesn’t work What works• The conventional- • Situational interviews unstructured interview • Patterned behavioural – Tell me about yourself description interviews – Why are you interested in this • Job simulations / work samples job opening? – How much do you know • Situational judgement tests about our organization? • Cognitive ability & personality tests 8
  9. 9. Example 3: Developing and training a high-performing teamWhat doesn’t work What works• Traditional one-way • As an employee use: teaching (i.e. lack of – functional self-talk participation) – mental practice / visualization• Assuming that everyone – self-management learns the same way and/or • As a manager: wants to learn – show the flag – Mandatory participation in – maintain the organization’s culture training – encourage mistakes 9
  10. 10. Example 4: Motivating to create high- performersWhat doesn’t work What works• Hierarchy of needs • Setting high / specific goals (Maslow) • Focusing on performance• Motivators vs. Hygiene • Appropriate job / work (Herzberg) design• Money • Avoid de-motivation (e.g. Lack of justice / fairness) 10
  11. 11. Example 5: Instilling resilience in the face of setbacksWhat doesn’t work What works• A climate of silence / • Linking actions and outcomes pessimism (outcome expectancy) • Building a can-do mind-set• Learned helplessness (self-efficacy)• Lack of positive / authentic – Small wins leadership – Role models – Energizing colleagues / managers – Develop learned optimism 11
  12. 12. Example 6: Appraising and coaching to create high performersWhat doesn’t work What works• Downward performance • Choose the right appraisal tool – Based on observable, appraisal behavioral criteria• Trait-based measures • Be fair—minimize your biases• Bottom-line measures (e.g. • Get feedback about an employee from multiple MBO) sources• Electronic performance • Coach, coach, coach (don’t just appraise) monitoring (causes stress) 12
  13. 13. Six Standards*• Stop treating old ideas as if they were new• Be suspicious of “breakthrough” ideas/studies• Build a community of evidence-aware people, rather than looking for gurus and fast fixes• Acknowledge drawbacks as well as strengths• Use success and failure stories as illustrations — not evidence• Adopt a neutral stance towards new practices and theories *from Pfeffer and Sutton Hard Facts, Dangerous Half Truths and Total Nonsense: Profiting from Evidence-based Management ,2006. (Harvard Business School Press) 13
  14. 14. As an epilogue...• EB HRM requires – time and effort – willingness and motivation• Both from HR practitioners and HR scientists 16
  15. 15. 17
  16. 16. Thank you very much Ioannis Nikolaou Assistant Professor of Organizational Behaviour Department of Management Science & Technology & MSc in Human Resources Management Athens University of Economics & Business www.inikolaou.grhttp://eawopsgm.wordpress.com/
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