Reflecting on Bias Research Paper Available

Reflecting on Bias
Reflecting on Bias

Reflecting on Bias

Reflecting on Bias

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Reflecting on Bias

This week’s paper is a place for you to reflect on the work you have done to this point and to tie up any loose ends. Begin by framing your learning process in this course and sharing any new knowledge you have gained about yourself as a doctoral student and your approach to the doctoral study process.
• Critically reflect on your problem statement and the topic (EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE) you have chosen for your individual doctoral study. In what ways can you limit the negative impact of your own biases, assumptions, and attitudes on your study? How will you identify your biases?
• Evaluate the ethical considerations on conducting and documenting research as a scholar-practitioner.

Problem Statement
Employee performance is finding out whether a person carries out his assigned task to the letter. It is done through job evaluation in the designated job station. For effective employee performance, human resource management is an essential to achieving this intent. The term Human Resource Management is defined as the overall supervision and monitoring of employees in an organization for the achievement of the organizational objectives and realization of employee performance (Batt & Colvin, 2011).
It is important to note that employee performance has an impact on the overall performance of an organization. The implementation of human resource management provides a means through which employers can monitor the input offered by their employees and provide a basis for the administration of the workforce needed for the achievement of the organizational goals.


Batt, R., & Colvin, A. J. (2011). An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. Academy of management Journal, 54(4), 695-717.


Reflecting on Bias

In the current situation, most organizations are bent towards human resource management practices that help control employee input to drive employee performance to its optimum level. However, what most human resource managers don not realize is the impact these management practices have on employee performance. All management practices have been realized to be biased at some point to a specific level (Paauwe et al., 2013). Each practice having its type of bias that affects the employee performance in various ways. The overall organizational performance is dependent on the identifying these biases and working towards reducing their impact on employee performance (Batt et al., 2011). Then and only then, would Human resource management practices have a good bearing on the employee performance and the overall performance of the organization.

This paper will focus on the different ways to identify these biases, prevention methods or reduction of their impact on employee performance. By accomplishing that, there will be formed a moral ground for Human resource practices that have an ethical aspect to managing individual employee performance. Biases caused by management practices may take different forms. The different forms of biases include emotional bias, cultural, religious among others.

In an organization that has employees that have a diverse culture, it is given that at some point there might be a form or cultural biases when it comes to HRM practices. For instance, during recruitment and hiring or selection of new employees. The Human Resource Management personnel conducting the exercise might be biased to choose a certain individual over the other due to the individual’s cultural background. Reason being that they belong to the same culture or at some point a realization that they share the same beliefs. The selection process is then said to be biased on the basis of cultural affinity. Therefore, the organization may find itself hiring persons from the same cultural background. The result of this kind of action might have its toll on employee performance in a negative way.

Another issue that could form some biasness in the recruitment and selection of employees is the personal traits and character (Paauwe et al., 2013). A professional employee ought not to bring his or her personal feelings to work to prevent distractions of any kind that might affect employee performance. Therefore, some individuals will have personal feelings about a certain person looking for a position in the organization. The applicant may be chosen on the basis of character traits and not job qualification, experience, and skills. The chosen applicant may not even be suited for that profession. Eventually, there will be biases on the side of the likeness of work and other things that directly affect employee performance. Once something like this ensues. Employee performance is affected. Sometimes it may be for better or for worse. However, it is good to keep a professional air of things in a work environment. Thereby ensuring that employee performance is not affected in any way by some negative biases due to some HRM practices.

In conclusion, the reason for evaluating and consistently managing employee performance is to create a sustainable competitive advantage that would last in the long term. This can be achieved by reducing or eliminating biases due to tome HRM practices. By ensuring this, Human Resource Managers can steer the overall organizational performance to meeting the strategic business goals of the organization and making their organization successful.


Batt, R., & Colvin, A. J. (2011). An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. Academy of management Journal, 54(4), 695-717.


Marescaux, E., De Winne, S., & Sels, L. (2012). HR practices and HRM outcomes: The role of basic need satisfaction. Personnel Review, 42(1), 4-27.

Naidu, S., Pathak, R. D., & Chand, A. (2014). 11. Towards a double triangle model of socially desirable HRM practices and firm performance in small-island developing states. Corporate Social Responsibility and Human Resource Management: A Diversity Perspective, 192.

Paauwe, J. A. A. P., Wright, P. A. T. R. I. C. K., & Guest, D. A. V. I. D. (2013). HRM and performance: What do we know and where should we go. HRM and performance: Achievements and challenges, 1-13.

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