CHAPTER 2 Strategic HRM, Data-Driven Decision Making, and HR Analyties59HR REASONING AND DECISION-MAKING EXERCISESMINI-CASE ANALYSIS EXERCISE:ORGANIZATIONAL CULTURE AND THE SUCCESS OF HR ANALYTICSChapter 1 discussed the importance of organizational culture in relation to HRM. Specifically, the chapter reviewed a popularorganizational culture typology called the Competing Values Framework, which characterizes different culture types by theiremphasis on either collaboration, creating, controlling, or competing. The culture types are as follows: clan, adhocracy, market,and hierarchy. Given what you learned in this chapter about HR analytics and data-driven people decisions, consider how the dif-ferent culture types might influence an organizations acceptance of HR analytics.Now, you decide:1. For which organization culture type do you think HR analytics will best integrate? Is there an ideal culture type to supportHRanalytics? Why?2. Which organization culture type will be least likely to accept HR analytics as a viable part of the organization's strategy?Why?HR DECISION ANALYSIS EXERCISE: THE CASE OF GRAVITY PAYMENTSThe CEO of Gravity Payments, Dan Price, made national headlines in 2015 when he announced that he would be increasing allemployees' annual pay to $70,000 over the course of several years. Price had read a study that showed that emotional well-beingimproved as income increased, up until about $75,000 a year, and he was inspired to raise his employees' pay with the hope thatit would lift their emotional well-being. Reportedly, he moved very quickly when making this major decision. In the months thatfollowed his compensation announcement, Price was both cheered and jeered. His supporters touted his inspirational message,while his critics argued that it was all a publicity stunt and questioned his motives. In addition, not everyone within the companywas happy with this decision. Within 3 months, two of his most-valued employees had quit, citing the fact that newer and lessexperienced employees would make the same amount of money. Some of his company's clients commended him, while other cli-ents said he made their job harder because they feared they would have to justify the costs of services that might come with the payincreases." Now, answer the following questions regarding what you think about Price's HRM decision making in terms of the fivecharacteristics of effective HRM decisions depicted below.Foster healthyemployee-employerrelationshipsEvidencebased/Time andcostevidenceinformedeffectiveIAM-MOIRCharacteristicsLegal, ethical,and fairSystematicstakeholderof EffectiveHRMperspectiveDecisionsBe sure to include specific examples from the case or your own research to support your answers.

Question

CHAPTER 2 Strategic HRM, Data-Driven Decision Making, and HR Analyties59HR REASONING AND DECISION-MAKING EXERCISESMINI-CASE ANALYSIS EXERCISE:ORGANIZATIONAL CULTURE AND THE SUCCESS OF HR ANALYTICSChapter 1 discussed the importance of organizational culture in relation to HRM. Specifically, the chapter reviewed a popularorganizational culture typology called the Competing Values Framework, which characterizes different culture types by theiremphasis on either collaboration, creating, controlling, or competing. The culture types are as follows: clan, adhocracy, market,and hierarchy. Given what you learned in this chapter about HR analytics and data-driven people decisions, consider how the dif-ferent culture types might influence an organizations acceptance of HR analytics.Now, you decide:1. For which organization culture type do you think HR analytics will best integrate? Is there an ideal culture type to supportHRanalytics? Why?2. Which organization culture type will be least likely to accept HR analytics as a viable part of the organization's strategy?Why?HR DECISION ANALYSIS EXERCISE: THE CASE OF GRAVITY PAYMENTSThe CEO of Gravity Payments, Dan Price, made national headlines in 2015 when he announced that he would be increasing allemployees' annual pay to $70,000 over the course of several years. Price had read a study that showed that emotional well-beingimproved as income increased, up until about $75,000 a year, and he was inspired to raise his employees' pay with the hope thatit would lift their emotional well-being. Reportedly, he moved very quickly when making this major decision. In the months thatfollowed his compensation announcement, Price was both cheered and jeered. His supporters touted his inspirational message,while his critics argued that it was all a publicity stunt and questioned his motives. In addition, not everyone within the companywas happy with this decision. Within 3 months, two of his most-valued employees had quit, citing the fact that newer and lessexperienced employees would make the same amount of money. Some of his company's clients commended him, while other cli-ents said he made their job harder because they feared they would have to justify the costs of services that might come with the payincreases.&#34; Now, answer the following questions regarding what you think about Price's HRM decision making in terms of the fivecharacteristics of effective HRM decisions depicted below.Foster healthyemployee-employerrelationshipsEvidencebased/Time andcostevidenceinformedeffectiveIAM-MOIRCharacteristicsLegal, ethical,and fairSystematicstakeholderof EffectiveHRMperspectiveDecisionsBe sure to include specific examples from the case or your own research to support your answers.

Accepted Answer

Human resource management refers to the branch of management which performs the recruiting function…

1. For which organization culture type do you think HR analytics will best integrate? Is there an ideal culture type to support HRanalytics? Why? 2. Which organization culture type will be least likely to accept HR analytics as a viable part of the organization's strategy? Why?