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The Rational Model 

The rational decision-making model is known for its systematic approach to decision making where decisions are made after a critical evaluation. This model is valuable, as it maintains a clear and outlined format to make sure that all information is considered and critiqued. For example, when choosing a new performance management system, the rational model helps to collect data from different sources like research articles and pilot projects to define which system is the most effective one (Armstrong & Taylor, 2014). Nevertheless, its weakness is its inherent assumption that the decision-maker has access to perfect information and the required mental capacity. In reality, these conditions still need to be met, and thus, decisions may be made on the basis of incomplete information.

 Rational Model and Effective Selection and Interpretation of Evidence

The rational model has a systematic approach to the selection and interpretation of the evidence with an extensive assessment and analysis. In practice, this means that decision-making in the organisation relies on empirical evidence, such as the selection of a new recruitment method based on prior research. For example, a company may apply Howe’s model to evaluate various applicant tracking systems by considering performance and user data and determine that the chosen system is useful for the organisation’s needs in upgrading the recruitment process (Guilford, 2018).

Bounded Rationality 

The concept of bounded rationality is limited due to cognitive restrictions, uncertain information and decision-making time, as stated by Herbert Simon in the theory of bounded rationality. This model offers a more realistic perspective of decision-making as it factors in such constraints and permits adjustments. For instance, bounded rationality means employing relevant information instead of comprehensive data, as the search for the latter cannot be efficient due to time and resource constraints (March & Simon, 1958). However, it is based on stereotypes and heuristics and thus may result in biased judgments and suboptimal decisions.

 Bounded Rationality and Effective Analysis of Situations and Issues

Howe’s bounded rationality framework applies to HR work complexity because of the usefulness of considering only the most important data and feasible solutions within specific constraints. For example, when managing employee turnover, HR may employ critical metrics like exit interview results and industry retention standards to create specific solutions for turnover instead of trying to look at all the potential reasons for it. This approach also makes the decisions practical and realistic in their functioning, which further improves their efficacy (Simon, 1997).

Evidence-Based Practice (EBP) in People Practice

EBP is a method of decision-making in the person management and HR field that relies on research findings, professional knowledge, and data from an organization. The aim is to make better, accurate, and timely decisions. EBP can minimize decision-making ambiguity and improve HR practices like staffing, performance evaluation, and training interventions.

Evaluation of EBP

EBP in HR has some benefits, such as Involving quantitative data and qualitative information to make rational decisions in an organization. This approach guarantees that HR interventions are not mainly based on presumptions but on empirical evidence, enhancing improved results. For instance, a recent study revealed that applying data analytics to hiring administration increases the quality of candidates by twenty-four percent (Aguinis et al., 2023). as Brown and Reilly (2021) stated. However, EBP also has its limitations. Some limitations include the fact that not all people-related issues have enough research or good-quality evidence to support the implementation of EBP.

Furthermore, this may require more skills from HR professionals to evaluate and integrate the research findings critically, but it might produce misconceptions. Some constraints come with procuring and analyzing relevant evidence within the available time. The third disadvantage is that the emphasis on numbers may signify less attention to non-numerical data, which could be equally relevant to solving intricate HR problems.

Application of EBP to People Practice Issues

Resourcing: EBP can enhance the hiring of potential employees by applying data-supported recruitment tools and techniques. For example, ATS with AI analytics can assist the HR teams in selecting better candidates by analyzing past and estimating future performance patterns (Marler & Boudreau, 2017) (Smith et al., 2023). This process increases the chances of hiring the right personnel who will meet the needed qualifications and be a good fit for the organization’s culture, hence improving the efficiency of the hiring process.

Learning and Development (L & D): Using the results of surveys, assessments of L & D initiatives, and new research on instructional methods, EBP can enhance the impact of L & D initiatives. For instance, based on the number of employees who took training, attendance rate, and the increase in competency levels, HR can establish which training methods, such as online or face-to-face sessions, are effective. According to Noe et al, (2021) Johnson and Lee (2022), online and face-to-face communication is 30% more effective in increasing employee engagement than traditional classroom learning.

Application of EBP to an Organizational Issue

Raising Employee Engagement: EBP can enhance employee engagement by involving data and evidence when making decisions. For instance, an organization can determine the factors influencing engagement levels by looking into the most recent surveys, interviews of recently left employees, and relevant industry standards. Specific measures shown to improve engagement, such as improving career development activities or implementing flexible work options, can be introduced (Kulik, 2022) (Deloitte, 2023). This approach ensures that current data drive engagement strategies and is more effective. All in all, it is pertinent to conclude that even with the drawbacks above, EBP is a solid structure that helps enhance the practice of people’s decisions. When correctly applied, the approach can increase the reliability of the HR strategies. However, it demands the availability of up-to-date data, analytical capabilities, and the ability to integrate the given numbers and non-numeric data.

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It is a strategic planning model that helps in understanding the internal and external environment in an organisation. This tool provides a systematic approach to analysing internal and external factors that may influence the performance of an organisation (Hill and Westbrook, 1997). For example, a firm experiencing a decline in market share can use this tool to investigate strengths like brand image and product differentiation, as well as weaknesses like outdated equipment and high turnover rate amongst employees. Also, it would evaluate possibilities in the external environment, such as new markets or technologies, and dangers, such as new competitors or new legislation.

The SWOT analysis allows organisations to systematically take an objective look at strategic factors within and without the organisation (Panagiotou, 2003). However, using the referent-professor perception can be misinterpreted if there is no objective evidence. Also, SWOT analysis does not offer any strategies; instead, it points out areas that require either study or follow-up action. 

Analysis Method: Root Cause Analysis

Root Cause Analysis (RCA) is a technique that helps analyse and determine the causes of a problem in an organisation. RCA is a systematic approach to pinpointing the underlying issues that contributed to a problem instead of merely identifying signs of the problem (Juran, 1992). For instance, if an organisation is experiencing recurrent project delays, RCA would look into the likelihood of the root cause, which could be ineffective project planning, poor communication, or lack of resources, among others. It usually uses tools and templates like the Five Why method or Fishbone Diagram (Ishikawa Diagram) to analyse problems and their cause.

The usefulness of RCA is its appropriateness in finding fundamental root causes instead of temporary workarounds. It improves credibility through accuracy based on facts and fosters improvement by dealing with root causes (Ishikawa, 1982). However, RCA can be cumbersome since it takes a lot of time and resources and might involve many stakeholders in the process. Furthermore, the analysis that is done to arrive at this decision depends on the data obtained and the analysts who are analysing RCA. Thus, RCA serves as a useful framework for identifying intricate problems but should not be employed as the only method for assessing organisational issues.

It is also crucial when identifying an organization’s issues, challenges, and opportunities to employ various analysis tools and techniques for in-depth understanding. Two examples of tools and methods used by people in their practice are SWOT analysis and exit interviews of employees.

Analysis Tool: SWOT Analysis

SWOT analysis is a management technique that involves identifying the strengths and weaknesses of an organization, as well as the opportunities and threats in the environment. They help systematically assess internal and external factors that may affect the performance of an organization (Gürel & Tat, 2017). For instance, an organization experiencing a drop in its sales can conduct a SWOT analysis. It will get internal strategic strengths such as an excellent reputation among customers, experienced human resources, weaknesses such as outdated technology or high employee turnover rates, opportunities in new markets, and threats in the form of political policies or new entrants.

Strengths:

Comprehensive Approach: The major strength of SWOT analysis is that it gives organizations an all-embracing picture by focusing on an issue’s internal and external aspects, enabling them to solve it in its diverse aspects (Helms & Nixon, 2018). Simplicity and Accessibility: Due to its simplicity, the tool is easy to adopt and suitable for use by all levels of stakeholders within the organization.

Strategic Alignment: Using factors that affect the organization, SWOT helps create strategies that align with the organization’s strengths and hide the weaknesses. Weaknesses:

Subjectivity: One weakness of SWOT is that it depends on the perceptions of those compiling the analysis, which in some cases may contain bias and lack sufficient substantiation (Panagiotou, 2003).

Lack of Actionable Insight: SWOT reveals concerns but does not offer immediate subsequent courses of action or recommendations (Phadermrod et al., 2019).

Analysis Method: Employee Exit Interviews

A questionnaire is administered to the employees leaving an organization to facilitate their views and options regarding why they relinquish their positions. This method assists in the identification of, for example, organizational problems in management, career development opportunities, or compensation (Giacalone & Rosenfeld, 2019). For example, if an organization has high turnover in a specific department, the information gathered from the exit interviews will help identify concerns such as leadership or organizational culture.

Strengths

Insight into Employee Experience: Surveys are helpful because they offer feedback on the employee experience, including areas that may require changes such as management or employee happiness (Leung, 2021).

Identifying Patterns: For example, by closely examining the outcome of several exit interviews, HR can point out repeated concerns that could point to issues within the organization.

Basis for Strategic Improvement: The details collected from exit surveys can help explain alterations of the HR processes, new engagement strategies, or leadership advancement opportunities (Leung, 2021).

Weaknesses:

Potential Bias: There could be times when employees are not forthcoming with the information they provide during exit interviews, especially if they feel they may suffer some consequences with the company (Giacalone & Rosenfeld, 2019).

Timing Issues: Exit interviews happen when the employee has already decided not to stay; therefore, critical matters and strained relations cannot be resolved.

Conclusion

A SWOT analysis and exit interviews can help assess the organization, problems, and possibilities. SWOT provides a practical approach to analyzing strategic factors but may need more information about specific strategies and plans. On the other hand, the exit interviews offer more detailed records of the performance and experiences of the employees but may only sometimes have impartial or timely details. It is essential to note that integrating the above tools and methods can aid an organization in creating a thorough picture of the internal and external environment, thus facilitating sound decisions.