HR managers’ decision-making processes: a “reflective practice” analysis

Full Answer Section

          The core argument is that HR decision-making, often characterized by complexity, ambiguity, and a strong human element, benefits significantly from a reflective approach. Unlike purely technical or rational decision-making models, reflective practice acknowledges the influence of personal biases, emotions, past experiences, and the dynamic organizational context. The article would likely posit that HR managers, by engaging in reflection-in-action (thinking on their feet) and reflection-on-action (reviewing after the event), can:

• Gain Deeper Understanding: Move beyond superficial analysis to understand the underlying causes and implications of issues.
• Enhance Self-Awareness: Become more aware of their own assumptions, values, and emotional responses that might influence decisions.
• Improve Ethical Considerations: Facilitate more ethically sound decisions by prompting a consideration of diverse perspectives and potential impacts on stakeholders.
• Foster Continuous Learning: Turn experiences (both successes and failures) into learning opportunities, leading to improved future practice.

Sample Answer

          The search results indicate a relevant article titled "HR managers’ decision-making processes: a 'reflective practice' analysis" by Carolina Walger, Karina De Dea Roglio, and Gustavo Abib, published in Management Research Review, Volume 39, Issue 6. There's also a more recent article from July 2025 titled "Reflective practice and career decision-making: the role of emotions" that touches on similar themes. I will primarily draw from the first, more directly relevant article, as well as the broader themes on reflective practice in HR management.

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Reflection and Summary of "HR Managers’ Decision-Making Processes: A 'Reflective Practice' Analysis"

  Summary of the Journal Article's Core Ideas: This article likely investigates how Human Resources (HR) managers make strategic and operational decisions, focusing specifically on the role of "reflective practice" in these processes. Given the typical scope of such research, the authors would aim to explore whether and how HR professionals engage in critical self-assessment and learning from experience to inform their choices.