THE WIDENING GAP THE WIDENING GAP BETWEEN THE BETWEEN THE SCIENCE AND SCIENCE AND

PRACTICE OF HRM PRACTICE OF HRM (OR WHY HRM IS ALL (OR WHY HRM IS ALL

OB)OB)

Robert L. DipboyeRobert L. Dipboye

Rice UniversityRice University

March 7, 2003March 7, 2003

OverviewOverview

Scientific HRM has value.Scientific HRM has value. The gap between the practice The gap between the practice

and science of HR is wide and and science of HR is wide and getting wider.getting wider.

Underlying this gap is a Underlying this gap is a difference between the analytical difference between the analytical and intuitive modes of thought.and intuitive modes of thought.

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To narrow the gap HRM should To narrow the gap HRM should – Incorporate the organizational Incorporate the organizational

context into theory, research, and context into theory, research, and practice. practice.

–Make greater use of quasi-Make greater use of quasi-rationality as a compromise rationality as a compromise between the analytical and intuitive.between the analytical and intuitive.

Scientific Approach to HRMScientific Approach to HRM

Analyze the job to determine the required Analyze the job to determine the required KSAOs and the criteria for measuring KSAOs and the criteria for measuring performance. performance.

Choose program on basis of past scientific Choose program on basis of past scientific research and anticipated costs and benefits.research and anticipated costs and benefits.

Implement program in standardized manner.Implement program in standardized manner. Scientifically evaluate program.Scientifically evaluate program.

Scientific StaffingScientific Staffing

Conduct a job analysis to determine Conduct a job analysis to determine required KSAOs required KSAOs

Choose measures of the KSAOs on Choose measures of the KSAOs on basis of past researchbasis of past research

Validate the predictors and assess utilityValidate the predictors and assess utility Retain predictors that have + utilityRetain predictors that have + utility

Scientific TrainingScientific Training

Training is most effective when it is Training is most effective when it is based on a careful needs assessment, based on a careful needs assessment, is implemented through "precisely is implemented through "precisely controlled learning experiences controlled learning experiences designed to achieve instructional designed to achieve instructional objectives," and is evaluated against objectives," and is evaluated against performance criteria (Goldstein, 1991, performance criteria (Goldstein, 1991, p. 514).p. 514).

Scientific Performance AppraisalScientific Performance Appraisal

The goal is to construct measures that The goal is to construct measures that allow accurate and reliable allow accurate and reliable measurement of differences among measurement of differences among employees on their performance of employees on their performance of important dimensions of the job.important dimensions of the job.

The Good News: Scientific HRM Works!

A scientific approach can increase A scientific approach can increase the accuracy, reliability, and validity the accuracy, reliability, and validity of judgments by reducing cognitive of judgments by reducing cognitive biases and allowing decision makers biases and allowing decision makers to learn from experience.to learn from experience.

HRM programs based on a scientific HRM programs based on a scientific approach have economic benefits.approach have economic benefits.

Products of Scientific HRM

Validity generalization models A host of tests and measures

– ability tests,

– structured interviews,

– scored biographical data,

– assessment centers,

– job analysis techniques..

Products of Scientific HRM (cont)Products of Scientific HRM (cont)

Behaviorally based measures. Training systems and techniques. Reward systems. Goal setting theory and programs. Utility analysis.

Despite the Good News, A Gap Exists Between Scientific HRM and Practice

Untested, faddish approaches Untested, faddish approaches continue to dominate HRM. continue to dominate HRM.

When adopted, scientific HRM is When adopted, scientific HRM is corrupted or fades away in corrupted or fades away in implementation. implementation.

When scientific HRM is used, it is not When scientific HRM is used, it is not institutionalized.institutionalized.

StaffingStaffing

The techniques and procedures that are The techniques and procedures that are well-supported in scientific research well-supported in scientific research are underutilized.are underutilized.

When they are implemented, they are When they are implemented, they are often misused or degrade over time.often misused or degrade over time.

The techniques and procedures that are The techniques and procedures that are used are too often chosen on the basis used are too often chosen on the basis of marketing and are never validated.of marketing and are never validated.

TrainingTraining

Training programs are chosen Training programs are chosen on basis of fads and fashionson basis of fads and fashions

Instructional methods are Instructional methods are chosen for entertainment valuechosen for entertainment value

Evaluations of programs are Evaluations of programs are based on personal liking for based on personal liking for course and trainercourse and trainer

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Performance AppraisalPerformance Appraisal

Relatively few organizations use HRM Relatively few organizations use HRM research on appraisal in their appraisal research on appraisal in their appraisal methods.methods.

Many questions remain unresolvedMany questions remain unresolved– What’s the right format?What’s the right format?

– How do we reconcile employee development How do we reconcile employee development and evaluation?and evaluation?

– How do we link appraisal to corporate policy? How do we link appraisal to corporate policy?

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The Gap Between Science and Practice The Gap Between Science and Practice Will Widen Due to Changes inWill Widen Due to Changes in

Demographics Economics Legal and regulatory Technology Attitudes and values

Kraut and Korman

Implications of Changes Implications of Changes for HRM Practicefor HRM Practice

Approaches to HRM shown to work Approaches to HRM shown to work in one organizational or national in one organizational or national culture may not work in other culture may not work in other cultures.cultures.

HRM techniques and tools can HRM techniques and tools can quickly become outdated. quickly become outdated.

Scientific HRM may lose competitive Scientific HRM may lose competitive advantage.advantage.

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Underlying the Gap is a Conflict in Underlying the Gap is a Conflict in Basic Modes of ThinkingBasic Modes of Thinking

Analytical thought is rule-based, Analytical thought is rule-based, controlled, effortful, slow, controlled, effortful, slow, independent of context, asocial, and independent of context, asocial, and acquired through education. acquired through education.

Intuitive thought is associative, Intuitive thought is associative, holistic, automatic, effortless, fast, holistic, automatic, effortless, fast, highly contextualized, social, and highly contextualized, social, and acquired through experience. acquired through experience.

Conceptual Foundations for Conceptual Foundations for

DistinctionDistinction Hammond: analytic vs. intuitiveHammond: analytic vs. intuitive Fiske and Neuberg: piecemeal vs. Fiske and Neuberg: piecemeal vs.

categorical information processingcategorical information processing Stanovich: systems 1 and 2.Stanovich: systems 1 and 2. Levinson: interactional intelligence Levinson: interactional intelligence

vs. analytic intelligencevs. analytic intelligence

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Science requires use of analytic Science requires use of analytic modes of thinking.modes of thinking.

Practice requires intuitive modes Practice requires intuitive modes of thinking. of thinking.

Scientific vs. Intuitive HRM

Analysis of situation: analytical vs. holistic.

Choice: “rational” vs. “gut feel.” Implementation: universalistic, vs.

particularistic. Evaluation: scientific vs. intuitive.

The Primary QuestionThe Primary Question

How do we deal with this widening How do we deal with this widening gap between HRM science and gap between HRM science and practice? practice?

The First Step is to Realize that HRM is All OB….

….in theory and research. ….in practice.

The Theory and Research Are All The Theory and Research Are All OB in that We Need to……..OB in that We Need to……..

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…….Study the Implementation of .Study the Implementation of HRM in the Organizational ContextHRM in the Organizational Context

Organizational theory provides Organizational theory provides insights into HRM slippagesinsights into HRM slippages– general systems theory.general systems theory.

– institutional theory.institutional theory.

– resource dependence theory.resource dependence theory.

– structuration theory. structuration theory.

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….Use Multi-level Approaches to HRM

One example (Ostroff & Bowen):–the strength of the HRM system

increases with visibility, clarity, acceptability, consistency and effectiveness of administration, internal consistency of HRM, and the intensity of the HRM system.

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–“Weak HRM systems create weak situations for employees..”

–“Here, individual level processes can have macro-level effects.…”

–When the HRM situation is strong, the opposite is likely

……. Identify the Boundaries to . Identify the Boundaries to Scientific HRMScientific HRM

From Ouchi (1977) and Thompson From Ouchi (1977) and Thompson (1967) one could propose that (1967) one could propose that

–Scientific HRM is most effective Scientific HRM is most effective with complete knowledge of with complete knowledge of cause-effect relationships and a cause-effect relationships and a strong consensus on standards.strong consensus on standards.

…….Recognize the Functions .Recognize the Functions Served by Intuitive ApproachesServed by Intuitive Approaches

–satisfaction of practitionerssatisfaction of practitioners– fairnessfairness– flexibility and speedflexibility and speed–culture fit/identityculture fit/identity–group/team orientationgroup/team orientation–acquiring and maintaining poweracquiring and maintaining power

HRM Practice is All OB to the HRM Practice is All OB to the extent thatextent that

...HRM practitioners must become ...HRM practitioners must become organizational change agents and organizational change agents and deal withdeal with– readiness to changereadiness to change– resistance to changeresistance to change–use and adoptionuse and adoption– institutionalizationinstitutionalization

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An Inevitable Consequence ….An Inevitable Consequence ….

Incorporating the organization in Incorporating the organization in HRM theory, research, and HRM theory, research, and practice makes us aware of practice makes us aware of paradox. paradox.

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What is Paradox?What is Paradox?

–An event or phenomenon An event or phenomenon involving apparent contradictory, involving apparent contradictory, mutually exclusive elements that mutually exclusive elements that are both valid and operate are both valid and operate simultaneously.simultaneously.

–Fundamentally paradox is a Fundamentally paradox is a mental construct. mental construct.

Examples of ParadoxExamples of Paradox

Conscientiousness increases performance but discourages creativity and innovation.

Intelligence leads to higher performance, but greater boredom and dissatisfaction.

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Learning a task increases performance of that task but lessens the performance of other tasks.

A specific goal leads to higher performance but leads to a neglect of other important goals.

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Rewards for performance increases performance but decreases performance on tasks not rewarded.

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“As we continue to operate in an era of rapid change, managers will have to become more skilled in managing paradoxes and competing demands….”Gareth Morgan

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In the midst of the change and paradox that are inherent in organizations, there are dangers in conforming either to an analytical or intuitive approach.

Quasi-Rationality As An Quasi-Rationality As An AlternativeAlternative

Ken Hammond (Ken Hammond (Human Judgment Human Judgment and Social Policyand Social Policy, 1996) asserts that , 1996) asserts that the the tension between intuition and tension between intuition and analysis in policymaking is analysis in policymaking is inevitable. inevitable.

Human cognition is a continuum in Human cognition is a continuum in which intuition and analysis anchor which intuition and analysis anchor each end.each end.

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Human cognition oscillates and Human cognition oscillates and most often settles in the middle most often settles in the middle in the mode of quasi-rationality in the mode of quasi-rationality (commonsense).(commonsense).

Experimentation and quasi-Experimentation and quasi-experimentation are the experimentation are the least least feasible modes of inquiry but most feasible modes of inquiry but most powerful. powerful.

The The mostmost feasible mode of inquiry feasible mode of inquiry is intuition but this “is ... the is intuition but this “is ... the weakest means of solving weakest means of solving problems”problems”

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Effective policymaking requires Effective policymaking requires a compromise between the a compromise between the extremes of intuition and extremes of intuition and rationality in the form of quasi-rationality in the form of quasi-rationality (common-sense).rationality (common-sense).

““...common-sense will ...common-sense will bring ...inconsistency, conflict, and bring ...inconsistency, conflict, and ... error, ...Yet, ...quasi-rationality ... error, ...Yet, ...quasi-rationality emerges as a valuable form of emerges as a valuable form of cognition because it tries to avoid cognition because it tries to avoid the irresponsibility of intuition as the irresponsibility of intuition as well as the fragility of analysis” well as the fragility of analysis” (Hammond,1996)(Hammond,1996)

ConclusionsConclusions

Scientific HRM has valueScientific HRM has value

–structured procedures for structured procedures for staffing, compensation, staffing, compensation, appraisal, and training work.appraisal, and training work.

–more organizations should more organizations should make use of scientific HRM.make use of scientific HRM.

Despite value, the gaps between Despite value, the gaps between scientific HRM and practice will scientific HRM and practice will continue to widen if...continue to widen if...

– the organizational and the organizational and environmental forces working environmental forces working against analytical approaches against analytical approaches are ignored.are ignored.

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HRM is “all OB” to the extent HRM is “all OB” to the extent thatthat

–HRM is embedded within and HRM is embedded within and encompassed by the encompassed by the organizational context.organizational context.

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–A multi-level approach and an A multi-level approach and an understanding of the functions understanding of the functions served by intuitive HRM are served by intuitive HRM are needed to understand HRM needed to understand HRM successes and failures.successes and failures.

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–Deviations from scientific HRM Deviations from scientific HRM and failures in implementation and failures in implementation make sense when these “other make sense when these “other functions” are considered.functions” are considered.

–HRM practitioners must act as HRM practitioners must act as change agents.change agents.

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The more we incorporate the The more we incorporate the organization in theory, research, organization in theory, research, and practice, the more we and practice, the more we encounter paradox and the encounter paradox and the limitations of the scientific limitations of the scientific approach. approach.

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How do we deal with the widening How do we deal with the widening gap between the science and gap between the science and practice of HRM?practice of HRM?

HRM scholars and practitioners HRM scholars and practitioners should strive for creative should strive for creative integration that comes in the integration that comes in the form of quasirational solutions form of quasirational solutions informed by both science and informed by both science and intuition.intuition.