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Solution
Executive Summary
This report provides a comprehensive analysis of various aspects of organisational management, including evidence-based practice, decision-making processes, ethical perspectives, performance measures, and quantitative and qualitative data analysis. In the realm of evidence-based practice, the report highlights how it influences decision-making in addressing people and organisational issues. Quantitative and qualitative data analysis techniques are applied to demographic data, performance ratings, and feedback to derive meaningful insights and recommendations for organisational improvement.
Table of Contents
1.1 Concepts of Evidenced Based Practice. 3
1.2 Range of Analysis tools and methods 4
1.4 Range of Decision-Making Processes 7
3.1 Measures of Financial and Non-Financial Performance Financial 11
3.2 measure the impact and value of people’s practice. 12
Task 2 quantitative and qualitative analysis. 14
2.2 Presentation of Key Findings. 16
Introduction
This report presents analyses in two tasks. Task 1 involves analysing organisational data relating to diversity metrics, average salaries, and decision-making approaches. Task 2 entails quantitative and qualitative examination of workplace demographics, compensation differences and employee ratings regarding hybrid work policies.
Section One- Report
1.1 Concepts of Evidenced Based Practice
The term “evidence-based decision-making” refers to a method of informing choices that prioritises the most recent and robust scientific findings alongside expert judgment, individual values and circumstances (Young, 2023). Practitioners consider research findings, patient characteristics, and other relevant factors to determine the most appropriate course of action.
Impacts of EBP on people practice issues
Evidence-based practice can support decision-making around important people issues like training and development and performance management.
Training and development issue: Using evidence-based practice in decision-making supports training and development by ensuring effective interventions are evidenced by Ludwikowska (2018). Research and data are evaluated to determine what has worked best for similar audiences and situations in the past. This informs the design of targeted training that leverages proven methods to optimize learning and skill building, boosting the impact of people practices.
Performance management- By looking at empirical research, organisations can identify the most impactful performance management techniques (Heinrich, 2017). Metrics and key indicators backed by evidence help set transparent goals and measure outcomes objectively. Feedback is also strengthened when anchored in proven strategies for motivating improvement. This leads to more meaningful exchanges that enhance employee development and contribution to strategic objectives.
Impacts of EBP on organisation issues
Turnover Rate- Evidence-based practice supports decisions around the organisational issue of turnover rate as evidenced by Cioca (2018). A company traditionally struggled with high turnover but was not tracking causes. Research shows exit interviews and staff surveys can identify drivers of turnover. The company now gathers this evidence, which reveals that low wages are the primary reason. Informed by this, leadership decides to invest in market-competitive compensation. Tracking outcomes later shows the evidence-based decision reduced turnover rates.
Evidence-Based Practice Approaches
The rational model of decision making- This structured approach involves clearly defining the problem, generating all possible alternatives, systematically evaluating each against pre-set criteria, and selecting the option with the strongest evidence based on objective metrics (Uzonwanne, 2016). While thorough, it assumes perfect rationality that does not reflect real-world cognitive limitations. Still, this model’s basic framework provides a starting point for a logical process.
Critical thinking strategies- Practitioners must supplement the rational model with critical thinking approaches to accommodate bounded rationality. This involves carefully analyzing available evidence from diverse sources and assessing each for internal validity, biases, flaws or gaps (CIPD, 2019). For example, when considering a new training program, practitioners would critically review relevant research studies and reports from those with experience delivering similar trainings. They would also survey staff perspectives. This comprehensive analysis from multiple angles leads to more well-rounded judgments about expected outcomes compared to any single source.
1.2 Range of Analysis tools and methods
Analysis Tool
Force field analysis
Organisations can identify and assess opportunities, threats, and problems with the help of force field analysis as evidenced by Mindtools (2020). Regarding issues, it allows organisations to conceptualize the root causes of problems by balancing driving and restraining forces. This systematic understanding aids in crafting well-targeted solutions.
For challenges, identifying supporting and hindering elements offers insight into which barriers seriously impede progress and which may be more easily addressed. Resources can then be concentrated on surmountable hurdles.
In terms of opportunities, mapping forces indicate where driving factors align with organisational objectives, revealing potential areas for growth and advantage. It also highlights where reducing restraints could unlock fresh possibilities.
A key strength is how force field analysis structures complex situations into coherent frameworks that are easy for decision-makers to interpret and act upon (ASQ, 2023). By contemplating a comprehensive set of influences, it surfaces non-obvious causes that simple brainstorming may miss. While subjective assessments of force magnitude are possible limitations, the process of visually mapping all sides of an issue promotes balanced consideration.
Analysis Method
Interview
Egyankosh (2022) reports that interviews are an effective tool for organisations to utilise when diagnosing issues, challenges, and opportunities. For issues, interviews allow an organisation to gather qualitative insights directly from those experiencing problems. This helps uncover nuanced details about how issues manifest and impact operations. Interviewing various stakeholders further ensures a holistic understanding of root causes from multiple perspectives.
Regarding challenges, interviews provide an opportunity for decision-makers to hear first-hand about barriers hampering success from those on the frontlines (Trull, 2024). This aids in prioritising which challenges require the most urgent attention or resources. Personal accounts also foster creative problem-solving by challenging preconceived notions.
Interviews help diagnose opportunities by revealing unmet needs, underutilised capabilities, or changes in the external environment that could be advantages (Foster, 2024). Personal reactions gathered this way aid in developing initiatives specifically aligned with stakeholder motivations for support and participation.
By directly engaging stakeholders, interviews provide a depth of qualitative insights into nuanced issues, challenges, and opportunities that may not otherwise surface. A limitation is that interviews rely on subjective experiences, but triangulating multiple viewpoints strengthens the analysis. The depth of qualitative findings also supports formulating actionable strategies grounded in reality versus assumptions.
1.3 Critical Thinking
CIPD (2019) defines critical thinking as the objective analysis and evaluation of an issue to form a judgment based on logic and facts rather than emotion or bias.
Principles as highlighted by Laurier (2024) are:
Questioning and checking the validity of sources and evidence– When presented with information, we must consider the credibility and trustworthiness of the source. We should look closely at the evidence provided and evaluate whether it genuinely supports the claims being made. Facts need to be verified from reliable sources.
Awareness of bias – both conscious and unconscious– We all have inherent biases based on our backgrounds and experiences that can influence our perceptions and conclusions. Part of critical thinking is recognising how our biases may shape our perspectives and interpretations (Tommorow bio, 2023). We need to evaluate issues consciously from different points of view, considering alternative viewpoints rather than just those that conform to our preconceptions. This awareness of potential biases helps lead to a more well-rounded and objective analysis.
Application of the principles to my ideas
In my role at MNGHA organisation, I applied the principle of questioning and checking the validity of sources and evidence to enhance objective and rational debate. For instance, during a team gathering to deliberate about potential new projects, I critically evaluated the statistics presented by a colleague from a particular research paper. I raised questions about the credibility of the source and suggested cross-referencing with alternative studies to ensure a well-rounded understanding before making any decisions. This approach fostered a more thorough and balanced debate, ensuring that decisions were based on reliable evidence rather than potentially biased or unreliable sources.
Application of the Principle in others’ ideas.
When evaluating proposals from my colleagues at MNGHA, I make an effort to consider how biases shaped by our different backgrounds and specialties could affect our perspectives. For example, when debating whether to invest in new surgical robots or expand the cancer center, I viewed the options from others’ standpoints rather than just the position of my department. Seeing issues from varied angles led to a more well-rounded discussion and helped reach the best decision for serving patient needs.
1.4 Range of Decision-Making Processes
Effective decision-making is crucial for personal and professional practitioners (PP) to achieve desired outcomes and address issues that impact them as reported by LinkedIn (2023). Three decision-making processes that follows can be applied in this context are;
Future Pacing
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