Cardiac Output, Venous Return, and Their Regulation
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Evidence Based Selection
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.gr
http://eawopsgm.wordpress.com/
2. The âmythsâ of Management
⢠Is Management a profession?
⢠Is Management art or science?
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. Why EBM Matters
⢠Results
â Informed decisions ď Better outcomes
⢠Information Quality (Fact-Based)
â Builds on the Quality Movement
⢠Improved Implementation
It brings
â Better decision follow-through by learning what works
⢠Competence
â More systematic, valid managerial learning over time
⢠Organizational Legitimacy
â Culture of informed, responsible decision making
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5. The Science-Practice Gap
⢠Bringing scientists and practitioners together
â Managers are just too busy to keep up-to-date
with latest research
â The role of management consultants
6. EB HRM
The application of Evidence-Based Management
to Human Resources
Six simple examples of EB HRM practises
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7. Example 1: Inspiring employees to
execute strategy
What doesnât 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
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8. Example 2: Hiring high-performing
employees
What doesnât work What works
⢠The conventional- ⢠Situational interviews
unstructured interview ⢠Patterned behavioural
â Tell me about yourself description interviews
â Why are you interested in this
⢠Job simulations / work samples
job opening?
â How much do you know ⢠Situational judgement tests
about our organization? ⢠Cognitive ability & personality
tests
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9. Example 3: Developing and training a
high-performing team
What doesnât work What works
⢠Traditional one-way ⢠As an employee use:
teaching (i.e. lack of â functional self-talk
participation) â mental practice / visualization
⢠Assuming that everyone â self-management
learns the same way and/or ⢠As a manager:
wants to learn â show the flag
â Mandatory participation in â maintain the organizationâs culture
training
â encourage mistakes
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10. Example 4: Motivating to create high-
performers
What doesnât 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)
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11. Example 5: Instilling resilience in the
face of setbacks
What doesnât 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 â Small wins
leadership â Role models
â Energizing colleagues /
managers
â Develop learned optimism
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12. Example 6: Appraising and coaching to
create high performers
What doesnât work What works
⢠Downward performance ⢠Choose the right appraisal tool
â Based on observable,
appraisal behavioral criteria
⢠Trait-based measures ⢠Be fairâminimize your biases
⢠Bottom-line measures (e.g. ⢠Get feedback about an
employee from multiple
MBO) sources
⢠Electronic performance ⢠Coach, coach, coach (donât just
appraise)
monitoring (causes stress)
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13. Six Standards*
⢠Stop treating old ideas as if they were new
⢠Be suspicious of âbreakthroughâ 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 â 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)
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14. As an epilogue...
⢠EB HRM requires
â time and effort
â willingness and motivation
⢠Both from HR practitioners and HR scientists
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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.gr
http://eawopsgm.wordpress.com/