دانلود رایگان مقاله لاتین اجتناب منابع انسانی از شوق مدیریت از سایت الزویر
عنوان فارسی مقاله:
یادگیری از تمرین: چگونه تجزیه و تحلیل منابع انسانی از یک شور و شوق زودگذر مدیریت اجتناب می کند
عنوان انگلیسی مقاله:
Learning from practice: how HR analytics avoids being a management fad
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مقدمه انگلیسی مقاله:
1. Introduction
Far better an approximate answer to the right question, which is often vague, than an exact answer to the wrong question, which can always be made precise. John W. Tukey, mathematician, 1962 Half a century later, Tukey’s point is as relevant as ever. It helps explain whyHR (human resources) analyticsrisks becoming a management fad, instead of providing powerful insights for general managers and HR leaders making key decisions about talent, incentive structures, organization design, allocation of training budget, etc. to support value creation and the business strategy. Management fads exist. Some fads become institutionalized within companies(e.g., MBO, matrix management, core competence); other fads fade (e.g., time management, zero-defects, T-groups). They are shiny new ideas that get attention but do not endure (e.g., learning organization, Japanese management, one minute manager, re-engineering). That HR analytics is one of the latest emerging fads is a paradox in itself. The promise of analytics is great: replace fads with evidence-based initiatives, data-based decision making, bridge management academia and practice, prioritize impact of HR investments, bring rigor toHRand supplementHRintuition with objectivity. Large parts of HR analytics, however, are not new and people have talked about HR metrics, utility analysis, HR scorecards, HR ROI (return on investment), personnel economics, and evidencebased management for years without a large noticeable stepchange in the business impact of HR. So far the published evidence supporting the alleged value of HR analytics is actually quite slim — it is currently based more on belief than evidence, and most often published by consultants with a commercial interest in the HR analytics market, while organizations rarely share the same success stories of business impact, but typically share cases with turnover prediction (even if turnover is not an issue) or projects with a similar narrow HR focus. Rigorous analyses of loads of data on the wrong questions often have little practical value. Yet HR analytics tops most conferences this year (greatly helped by the many HR technology and consulting firms who see a major future business opportunity in selling data and statistics capabilities to a function that is short on both), and is also the dream of many management academics of how what they do finally becomes the center of the HR profession. We predict HR analytics in its current form will continue to fail to add real value to companies. We agree with those who argue that HR analytics is being taken over by other functions that are more mature in their analytics journey (in particular finance, IT, and marketing) and that this will happen sooner rather than later, but also that this is actually a good thing: HR analytics needs to evolve and transcend HR (as other functions’ analytics will need to transcend their own functional boundaries), and will only become relevant when it takes an ‘‘outside in’’ approach, and is taken out of HR and integrated in existing end-to-end business analytics. In this paper we highlight what is contributing to HR analytics in its existing form becoming a management fad, what can help HR analytics deliver value by being part of end-to-end analytics, and illustrate this with two cases.
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کلمات کلیدی:
Learning from practice: how HR analytics avoids being a management ... https://www.deepdyve.com/.../learning-from-practice-how-hr-analytics-avoids-being-... Read "Learning from practice: how HR analytics avoids being a management fad" on DeepDyve - Instant access to the journals you need! Learning from practice: how HR analytics avoids being a management ... connection.ebscohost.com/.../learning-from-practice-how-hr-analytics-avoids-being-... Learning from practice: how HR analytics avoids being a management fad ... Yet, it currently risks becoming another management fad, because HR analytics ... Most Downloaded Organizational Dynamics Articles - Elsevier https://www.journals.elsevier.com/organizational-dynamics/most-downloaded-articles Learning from practice: how HR analytics avoids being a management fad ... great value to general managers' and HR leaders' decision-making on human and ... The People Analytics Cycle - Analytics in HR https://www.analyticsinhr.com/blog/people-analytics-cycle/ Dec 5, 2016 - The people analytics process can be divided in five sequential ... Learning from practice: how HR analytics avoids being a management fad. An evidence-based review of HR Analytics: The International Journal ... www.tandfonline.com/doi/full/10.1080/09585192.2016.1244699 by JH Marler - 2017 - Related articles Nov 11, 2016 - Analytics in human resource
