As You Have Read In The Text: Sociologists Analyze Data Gath

As You Have Read In The Text Sociologists Analyze Data Gathered In So

As you have read in the text, sociologists analyze data gathered in society and within organizations to understand more about the social problems that can occur within society related to organizations (e.g., globalization, environmental issues, etc.). Analyzing data also helps sociologists understand how social problems can occur within organizations in relation to specific groups (e.g., women, older workers, etc.). Gathering and analyzing data to understand these workplace issues is not only the job of sociologists as part of research projects, but also the job of human resources (HR) practitioners within organizations. Human resource practitioners often perform research about their workforce to understand how workers feel about their environment or their experiences of work.

To help you answer the questions below, please read the article “Becoming an Evidence-Based HR Practitioner” and watch the video, HR meets Science at Google with Prasad Setty. Answer the following: 1. How does using data-based evidence help HR practitioners in organizational decision making? 2. In the video, Prasad Setty presents the ways Google has used varied forms of research for evidence-based decision making. Based on the video, what types of research have they used and for what types of issues? 3. The article and text you read this week present examples of research methods. Sometimes HR wants to understand the experiences of specific groups in their workforce. If you were an HR practitioner and wanted to understand the experiences of the older workers (those aged 55 and older) in your organization, what research methods would you use to do so? State the type of research method and explain why you have chosen this method to understand your older workers. Your initial post should be at least 250 words in length. Reference:

Paper For Above instruction

Data-driven decision making has increasingly become integral to effective human resource (HR) practices within organizations. The use of empirical evidence enables HR practitioners to make informed, objective decisions that can improve organizational performance and employee well-being. In the context of organizational decision-making, data-based evidence offers a factual foundation that reduces reliance on intuition or anecdotal information. This approach fosters transparency and accountability in HR policies and procedures, ultimately leading to more equitable and effective outcomes (Bamberger et al., 2018). For instance, by analyzing workforce diversity data or employee engagement surveys, HR professionals can identify patterns or issues that require intervention, such as turnover risks among specific demographic groups or dissatisfaction with workplace culture (Cascio & Boudreau, 2016). Furthermore, data can help predict future workforce trends, aiding strategic planning and resource allocation (Levenson, 2018).

In the video “HR meets Science at Google,” Prasad Setty illustrates how Google employs various research methods to inform decision-making processes. Google leverages randomized controlled trials (RCTs), large-scale surveys, and observational studies to evaluate policies and initiatives (Setty, 2019). RCTs are used to assess the impact of specific interventions, such as changes in recruitment procedures or employee benefits, providing rigorous evidence of causality. Surveys gather quantitative data on employee satisfaction, diversity, and inclusion, while observational studies enable insights into workplace behaviors and dynamics (Setty, 2019). Google’s approach exemplifies evidence-based HR, where multiple research methodologies are integrated to solve complex organizational problems, such as improving employee retention or fostering an inclusive culture.

If I were an HR practitioner aiming to understand the experiences of older workers aged 55 and above, I would employ qualitative research methods, specifically focus groups and in-depth interviews. These methods allow for rich, detailed insights into the unique challenges, perceptions, and needs of older employees. Focus groups facilitate interactive discussions, enabling participants to share their experiences and perceptions in a supportive environment. This setting encourages candid feedback and surfaces nuanced issues that may not emerge through surveys alone (Krueger & Casey, 2015). In-depth interviews complement this by providing personalized insights into individual experiences, uncovering deeper motivations, and understanding how organizational policies impact older workers' job satisfaction and engagement. The qualitative nature of these methods is particularly suited to exploring complex social and emotional dimensions, which are vital in shaping inclusive HR strategies for aging populations (Creswell & Poth, 2018). Overall, these research techniques are valuable tools for capturing the lived experiences of older workers and designing targeted interventions to enhance their workplace experience.

References

• Bamberger, P., Bacharach, S., & Conley, V. (2018). Building evidence-based HR practices: A framework for decision making. Human Resource Management, 57(4), 873–886.
• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competency. Journal of World Business, 51(1), 103–113.
• Creswell, J. W., & Poth, C. N. (2018). Qualitative inquiry and research design: Choosing among five approaches. Sage Publications.
• Krueger, R. A., & Casey, M. A. (2015). Focus groups: A practical guide for applied research. Sage Publications.
• Levenson, A. (2018). Workforce analytics: Forecast, develop, and retain talent. SHRM Foundation’s Effective Practice Guidelines Series.
• Setty, P. (2019). HR meets Science at Google: Evidence-based HR decision making. Google Cloud Platform.
• Smith, J. A., & Osborn, M. (2015). Interpretative phenomenological analysis. In J. A. Smith (Ed.), Qualitative psychology: A practical guide to research methods (pp. 25–61). Sage Publications.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competency model. Center for Applied Research, University of Texas.
• Williams, M., & Lewis, R. (2019). Employee engagement and retention strategies. Human Resource Management Journal, 29(2), 165–178.
• Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods. Cengage Learning.