Solution
Introduction
This paper comprises two parts, with the first section illustrating the concept of evidence-based practice and critical thinking techniques. The results, including both qualitative and quantitative data, are detailed in the second section of the report.
Part One
1.1 Concept of evidence-based practice; approaches to evidence-based practice can be used to provide insights supporting sound decision making
The Concept of Evidence-Based Practice
Evidence based practice (EBP) is the process of making decisions with the best available evidence, critical thinking, and data analysis to defend the decisions made. According to Young (2024), EBP is a systematic approach which uses empirical research to improve decision making which combines the organisational data and professional expertise. Advantages of EBP in the workplace are informed decision making which can improve organisational outcomes. HR using reliable evidence can reduce bias in decision-making, problem solving as well as making decisions that are easily justifiable. In addition, EBP supports data analysis, which helps identify effective recruitment and retention strategies for better talent management. Nevertheless, there are some challenges associated with EBP such as the time-consuming process of assembling and reviewing good quality evidence. Moreover, Melnyk (2018) explains that practitioners may encounter resistance from stakeholders who prefer conventional decision making or do not have the ability to critically evaluate the evidence. It can also limit the access to relevant data, which can complicate its use. In conclusion, although EBP provides several advantages for decision making and outcomes, it depends on training in skill development, building evidence, and overcoming cultural resistance in order to be maximally effective.
People Practitioners’ Use of EBP
To facilitate practice, people practitioners conduct evidence-based practice (EBP) by incorporating critical thinking and sound evidence into the process of making a decision especially when dealing with complex organisational issues. One of the key models used in this process is the rational decision-making model, which is based on a structured logic when solving the problem, by identifying the problem, gathering evidence available, analysing a list of alternatives, and finally selecting the best solution (Gifford, 2021). In recruitment, for example, the rational model could be used to choose the most effective methods for choosing the best candidate for this job. One way they start is by collecting evidence of the past hiring success rates, turnover data, and industry benchmarks. Second, they evaluate the relative success of various approaches such as structured interviews versus assessment centres in predicting job performance. The rational model guarantees that decisions are methodical and based on concrete information, however the method has a limitation in that it assumes access to all relevant data. In practice, however, recruitment decisions may be restricted by an incomplete or outdated basis of data, which may result in less optimal application outcomes.
EBP can also be applied to the area of performance management as people practitioners critically review the performance data and relevant theories. Here, the bounded rationality model might be useful, given decision makers often work under constraint, for example, time, available resources and cognitive capacity (Wright et al., 2019). An example is when there may be a need of balancing between the organisational goals and individual employee capabilities in the performance management system. In such a case, practitioners collect information from past performance reviews, employee engagement surveys and industry standards as the basis for identifying areas to improve. However, varying complexity of human behaviour and subjectivity in performance evaluation may not exactly reflect all the items of employee performance. This illustrates a limitation of the bounded rationality model in which decisions are made in conditions of uncertainty and incomplete information.
1.2 Evaluation of an appropriate analysis tool and appropriate analysis method
Analysis Tool: Porter’s Five Forces
Porter’s Five Forces is a useful tool for diagnosis of organisational issues. This tool helps identify challenges and opportunities through the analysis of five competitive forces: industry rivalry, threat of new entrants, threat of substitutes, suppliers’ power, and customers power. Its advantage lies in its structured approach to understand how external pressures impact an organisation (Gratton, 2024). For instance, if an organisation constantly experiences an issue of decreasing profitability, Porter’s Five Forces can assess what causes such decrease, for example if the cause is the growing power of the suppliers or competition. This allows organisations to determine what to do about threats or to make the most of opportunities like diversifying suppliers or designing innovative products to reduce substitution risk. While it has this advantage, it also has some disadvantages. Firstly, this tool tends to focus on external factors, failing to focus on the internal factors such as the culture or operational inefficiency. Furthermore, its static nature does not add to its capacity to handle rapid, unforeseen changes in industries like technology, where competitive landscape changes rapidly.
Analysis Method: Interviews
Interviews are widely used to diagnose organisational issues. Practitioners can use interviews to collect rich qualitative data from employees to learn more about internal challenges and opportunities, for example, what communication gaps exist and what issues relating to workforce engagement. According to Peters (2020), the flexibility of interviews is their advantage, as they can be customised to address any issue and adjusted according to the responses received from employees. This provides practitioners the opportunity to probe deeper into identified problem areas for a more nuanced understanding of the underlying issues. For example, when people practitioners conduct interviews with team members, they may find out about miscommunication that is stopping productivity, thus enabling leaders to mobilise clearer communication channels. However, interviews are disadvantageous as they are expensive in terms of time used to carry out the interview process, especially in larger organisations. In addition, responses can be biased owing to fear of negative consequences or confidentiality and the accuracy of data recorded may be affected by such factors.
1.3 Main principles of critical thinking; apply to own ideas and others ideas
Main Principles of Critical Thinking
There are a number of key principles which guide critical thinking and which need to be applied by an objective analysis. Firstly, to achieve objective rational thinking, one has to approach a problem without emotional bias, but just facts. Secondly, there should be well-reasoned arguments which support the facts, and the conclusions should be built on logical reasoning and evidence (Howlett & Coburn, 2019). Thirdly, the principle of questioning of evidence ensures that the data is always assessed to establish its credibility and reliability. In addition, being aware of bias, both personal and external, prevents us from making distorted judgments. Finally, distinguishing fact from opinion is necessary for the clarity of decision-making.
Application to My Own Ideas
In the project that I carried out with my organisation, I applied critical thinking to my own idea. The first thing I came up with was to propose an implementation of a new employee training program through industry best practices. However, I developed questions about the validity of the data that supported this approach when compared to my organisation’s special requirements. When I went back to check the internal performance metrics and interviewed staff, I discovered that a one-size-fits-all training model would not address specific skill gaps for my organisation. I was able to assess my own proposal and revise my approach into a different one, focusing on multiple sources of evidence, which helped me to change my idea and be programmed on a specific program that would be beneficial to the entire team.
Application to Someone Else’s Idea
I applied critical thinking in an occasion where there was a strategic planning meeting in our organisation. In this meeting, a colleague suggested an aggressive expansion strategy. I understood their rationale, but I was uncertain if there was enough evidence to support their claims. I looked through their financial forecasts and market analysis and compared it to industry data and historical trends. I pointed to a need to take potential economic downturns into account and suggested a different approach. Respectful debate and clear communication allowed us to bring both perspectives together and come to a more balanced and data-driven financial decision.
1.4 Decision-Making Processes for achieving effective outcomes
De Bono (six thinking hats)
This model of decision making encourages individuals or a team to think about decision making in multiple ways by metaphorically wearing six ‘hats’, representing different ways of thinking. Each hat relates to unique viewpoints, with the white hat concentrating on facts and data, the red hat on emotions, the black hat looking at risks and downsides, the yellow hat on positive outcomes, the green hat looks at creativity and new ideas, and the blue hat manages the decision-making process (Kaplan, 2020). Consider the Six Thinking Hats model for example, when implementing a new organisational strategy. Through this model, a team can assess their proposal from all angles including data validation, emotional response, risk assessment, and creative potential. Thus, decision makers can achieve a balanced and complete outcome from a comprehensive analysis. The fact that this model ensures different points of view are incorporated means that no gap can occur in decision-making, and different perspectives are considered leading to effective decision-making outcomes.
Future Pacing
Future Pacing involves visualising a future scenario where a decision has already been made and working backwards from this, identifying the steps which need to have occurred in order for the outcome envisioned to exist. In particular, this forward-looking approach is well-suited to the long-term planning and strategic decisions (Edwards, 2020). For example, a company that want to enter a new market could use future pacing, drawing on what market share or customer base they picture themselves having in five years, before outlining the steps to get there. Future pacing is an important approach used to guide organisations by concentrating on the future state, rather than on the current status, to better align current actions with long-term objectives, providing better overall decision making by guaranteeing short term steps complement long term outcome. It also aids in identifying what could be the potential obstacles or opportunities that might otherwise not be seen.
1.5 Ethical perspectives used to inform and influence moral decision making
Utilitarianism: According to West & Duignan (2024), this is a consequentialist theory that works under the assumption that any action that is deemed to be moral, must be based on the consequences produced by that action. In other words, the principle idea is to increase the total utility or total happiness of the community, thus, the decision in favour of the interest of as many people as possible. This theory considers the end results over the process, therefore, cost-benefit analyses may be done to define which course of action would result in the best outcome.
Deontology: This is a system of ethics that use principles to differentiate between right and wrong. Deontology is frequently linked to philosopher Immanuel Kant, who posited that ethical behaviours adhere to universal moral principles (Rueter, 2023). Deontology is straightforward to implement, as it merely necessitates adherence to norms and just requires the fulfilment of one’s obligations. This method aligns well with our inherent understanding of what is or is not ethical.
Influence on Moral Decision-Making
Utilitarianism and deontology can affect moral decision-making in issues to do with people practices because they offer different ways of addressing ethical issues. Because utilitarianism aims at the consequences, it can help a HR manager when making decisions in situations like restructuring (West & Duignan, 2024). For example, if there are cases such as organisational necessity to downsize through dismissal of personnel, the decisions are justified only if such measures would benefit majority of the organisational stakeholders such as facilitating organisational financial stability. HR will likely find that the loss, difficult as it may be, is the optimal decision because it ultimately maximises the amount of well-being in the organisation. However, this can cause certain ethical issues, as it may not consider the consequences of layoffs for the directly affected individuals.
On the other hand, deontology entails the decision-making approach to ethics and fairness regardless of the repercussions. It is particularly helpful in issues of equity and non- discrimination (Singer, 2024). For example, when the organisation wants to select a candidate for promotion, a deontological approach would focus on the ethical right for the candidate being promoted because they deserve it or meet certain standards and complied with certain organisational policies rather, than just because this could bring fair business returns. Requirements for non-discrimination as well as equal treatment represent a fundamental obligation to treat other people’s rights to equal consideration, and organisational decisions meet basic standards of ethical behaviour even if they do not optimise efficiency.
3.1 Financial and Non-Financial Performance Measure
Financial Measure
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