PIHRA Scope - January/February 2008 - (Page 9) HR CONCEPTS HR Research: The Basis of Organizational Development Efforts By Mike Deblieux HR professionals make a variety of decisions about organizational issues. Those decisions are often made on the basis of a quick observation, an assumption, or a past experience. But more often than not, line managers are holding HR professionals to a higher standard. They expect HR decisions to be based on reliable data and conclusions. In fact, a successful HR professional uses valid research techniques as a method to secure his or her seat as a valued member of the management team. HR research is an orderly process of objectively examining reliable data for the purpose of developing a future direction for an organization. In short, it is a formal process of testing assumptions to see if they are valid and then using the results to design, implement and administer HR programs. One example of the need and value of HR research is a performance review program. Most organizations have one. In too many cases it was developed on the basis of a series of untested assumptions. It should be developed on the basis of formal research to determine both the value and the appropriate approach for a performance review program. TYPES OF RESEARCH A variety of research techniques are available to an HR professional. Some are more sophisticated than others. Time, cost and resources must always be considered before launching a research effort. Primary research is a process of gathering unique information from a selected group about a specific topic. It starts with an HR professional deciding on a topic to study. For example, one HR professional might decide to evaluate the relationship between the size of a merit increase and the future performance contributions of employees. Another might decide to look into the relationship between new employee orientation and turnover. The Academy of Management Journal (http://www.jstor.org/journals/00014273.html) and Personnel Psychology (http://www.blackwellpublish ing.com/journal.asp?ref=0031-5826&site=1) offer detailed examples of primary research on HR-related topics. Secondary research uses the work of others. The HR professional reads books, journal articles and studies done by others to determine a course of action. In this case, the research might come from one of the journals listed above or from white papers posted on the PIHRA or SHRM websites. Secondary research can save time and money. It must, however, be used carefully. The researcher must understand where the research information comes from and how it is gathered. A third party salary survey is a good example of secondary research. An HR professional can go to the Internet to quickly find a salary survey. The HR professional must, however, carefully evaluate the data to be sure that it is accurate and reliable before using it. For example, if the employers included in the survey are significantly larger or smaller than the one the HR professional represents, the data may not be a reliable tool for making salary recommendations. January/February 2008 PIHRAScope 9 http://www.jstor.org/journals/00014273.html http://www.blackwellpublishing.com/journal.asp?ref=0031-5826&site=1 http://www.blackwellpublishing.com/journal.asp?ref=0031-5826&site=1
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