Transcript WELCOME [itech.fgcu.edu]

WELCOME !
Human Resource Management
Professor Jerry Schoenfeld
Department of Management
Session Overview
 Introduction
 What is Human Resource Management?
 Why is this area of study increasingly
important in today’s business environment?
 The FGCU HRM program goals and courses .
 FGCU’s student organization in HRM
 Careers in Human Resource Management
 Questions and Answers
What does an employee seek
from an organization?
Job Challenge
 Caring Culture
 Security
 Job Growth
 Promotions
 Empowerment
 Interpersonal
relations

Good pay
 Benefits
 Prestige
 Respect
 Social Responsibility
 Honesty

What does an organization seek
in its employees?
Right Job Knowledge
and Skills
 Dedication
 Motivation
 Flexibility
 Growth Potential
 Ability to Adapt to
Change
 Good Quality

Ethics
 Similar Values
 Good Quantity
 Problem Solving
 Innovation / Creativity
 Dependability

Human Resource Management
Is the process of creating policies,
procedures, and practices to achieve a
mutual matching of both employee and
organizational needs so that employees
are satisfied and the organization can
achieve strategic success.
Some View HRM as:
According to a worldwide survey
of 1,500 CEOs . . . . HRM is now the
second most important function
for organizational success in
this new century.
In an age where everyone has
basically the same information
at the same time, the advantage
goes to firms who have
employees who can create a
competitive advantage.
Robert Goizueta, Former CEO, Coca-Cola Co.
Current Organizational Challenges
Increasing the Importance of HRM
 High Levels of Global Competition
 An Increasingly Diverse Workforce
 Increased Governmental Regulations
 Rapid Technological Change
 Changing Values of workforce

Consumer Demands for High Quality
at Low Cost
Human Resource Management
Job Analysis
Forecasting
Staffing
Training
Performance Appraisal
Compensation
Job Analysis
 A job analysis refers to studying a job in
order to understand what is needed to
help the job holder perform a job
successfully.
• Knowledge
• Skills
• Abilities
• Attitudes
Forecasting
 Demand Forecasting
• Determining the number of employees that
the organization will need at some point in
the future as well as the knowledge, skills,
and abilities that these employees must
possess.
 Supply Forecasting
• Determining what human resources will be
available, both inside and outside the
organization.
Recruitment
 The process of finding and attracting job
candidates who are qualified to fill job
vacancies.
• Internal recruitment
– Identifying candidates from inside the
organization and encouraging them to
apply for jobs that are vacant.
• External recruitment
– Advertising for and soliciting applicants
from outside the organization.
Selection

Selection is the process of evaluating and
choosing the best qualified candidate from the
pool of applicants recruited for the position.

It entails the exchange of accurate information
between employers and job candidates to
optimize the person-job match.

Although organizations usually make these
decisions, applicants also self-select by
choosing to join, not to join, or to leave,
organizations according to their individual
needs.
Selection Methods
 Application forms and
resumes
 Tests
 Interviews
 Physical exams and drug tests
Application Forms and Resumes

Application forms and/or resumes are usually
the first sources of information about a
potential employee.

Applications and resumes usually record the
applicant’s desired position and job-related
qualifications and experience.

Both serve as prescreening devices to help
determine whether an applicant meets the
minimum requirements of a position.

Both also allow for preliminary comparisons
with the credentials of other candidates.
Written Tests
 Test the applicant in a variety of areas:
• Knowledge
• Ability
• Skill
• Intelligence
• Interest
Performance Tests
 Performance tests require the job
candidate to actually perform it the job,
usually in a small part or for a short time.
 There are two common types of
performance tests:
• Work samples
• Assessment centers
Work Sample Performance Tests

Work samples are more appropriate for jobs
that are more routine and/or more specific.

If work samples are designed and selected
well, then the person’s performance in the work
sample should accurately predict their
performance on the job.

Work samples do show high validity scores,
especially when compared to written aptitude,
personality or intelligence tests.
Assessment Center
Performance Tests

Assessment centers are usually more
appropriate to judge a candidate’s predicted
performance in a more complex job.

The candidate typically is presented with a
fairly large number and varying types of tasks
to do (sometimes more than can reasonably be
done).

The intent of the assessment center is to judge
how a candidate would behave and perform in
selected tasks to predict performance on the
job.
Personality or Personal Tests
Judge whether a person “fits” into the
organization.
 The goal is to hire people who already
have characteristics and attitudes
that are line with the core values of the
organization and it’s culture.
 It is assumed that it is easier to teach
a person the details of a job than it is
to teach him or her to change deeply
help attitudes or change personality
characteristics.

Interviews
Interviews are relatively formal, in-depth
conversations conducted for the purpose of
assessing a candidate’s knowledge, skills and
abilities
 Interviews also provide the candidate
information about the organization and potential
jobs.
 Interviews tend to have low validity.

• While many people conduct interviews, few are
trained in how to do them well.
• Interviews also tend to be fairly informal and no
two are alike which raises issues with reliability.
Realistic Job Preview
 The interviewer explains to the applicant
what the job “really” requires rather than
giving just the positive points of a job or
company and avoiding the negative.
Physical Exams and Drug Tests

A physical exam is intended to ensure that a
person is physically able to carry out certain
job requirements.

A physical exam can also be used to enroll
employees in fringe benefits such as health,
life, or disability insurance.

Drug tests, while controversial, are used by
many companies for both hiring and for
continued employment.
Training
 A planned effort to assist employees in
learning job-related behaviors in order to
improve performance.
 Companies train employees in an effort to
prepare them to work toward achieving the
goals and objectives of the organization.
Types of Training Programs
 Orientation
 Technical training
 On-the-job training
 Management development
programs
Performance Appraisal
 A systematic process of evaluating
employee job-related achievements,
strengths, weaknesses, as well as
determining ways to improve performance.
 Uses of performance appraisal information:
• Motivation
• Personnel movement
• Training
• Feedback for improvement and personal
development
Graphic Rating Scales
 Assess employee’s on a series of
performance dimensions such as:
• Initiative
• Tardiness
• Accuracy of work
 Performance dimensions on a graphic
rating scale tend to be fairly general.
 As a result the scales are relatively flexible
and can be used to evaluate individuals in a
number of different jobs.
Problems with Performance Appraisal
 Halo Effect
 Rater Patterns
 Contrast Error
 Recency Error
Direct Compensation
 Base pay
• Refers to wages and salaries employees
receive in exchange for performing their
jobs.
 Incentives
• Compensation beyond base pay used to
attract, retain, and motivate employees.
• Bonuses, commissions, profit-sharing plans,
stock options.
Indirect Compensation

Benefits
• Rewards employees receives as part of their
employment relationship with the organization.

Benefit categories
• Required and voluntary security
• Retirement
• Time-off
• Insurance and financial
• Social and recreational
Designing Equitable Reward Systems

Compensation designers are concerned with
three sources of fairness expectation:
• External Fairness
– Is the pay for the job fair in one organization
relative to the pay for the same job in other
organizations?
• Internal Fairness
– Is the pay for the job within the organization fair
relative to the pay of other jobs in the same
organization?
• Employee Fairness
– Is the pay fair relative to what coworkers are
making on the same job?
Labor-Management Relations
 The formal process through which labor
unions represent employees to negotiate
terms and conditions of employment,
including:
• Pay
• Hours of work
• Benefits
• Other important aspects
the working environment
of
HR Laws
Equal employment opportunity (EEO) laws
prohibit the consideration of race, color,
religion, national origin, or gender in
employment decision-making.
 In addition, there are laws prohibiting
employment decisions based on biases against
qualified individuals with disabilities and the
elderly.

In sum, to be competitive in today’s
business environment it is imperative
that an organization has the most
“effective” employees.
The HRM track at FGCU is designed
to empower future Human Resource
professionals with the expertise
and knowledge required by today’s
CEOs and all successful
organizations.
The FGCU HRM Program
undergraduate
MAN 3301 Human Resource Management
MAN 3320 Employee Staffing
MAN 4330 Management of Compensation
MAN 4402 Employee Laws and Regulations
MAN 3350 Training and Development
MAN 4129 Leadership Lab
MAN 3401 Labor-Management Relations
MAN 4491 Human Resource Mgt. Internship
FGCU- Society for Human
Resource Management
 Career development and job seeking
assistance
 Opportunity to learn from practicing HR
professionals
 Shadow days
 Company visits
 Networking
 Social
Career Opportunities with a Human
Resource Management Degree
 HR Generalist
 College Recruiter
 Trainer
 Compensation/Benefits Analyst
 Safety Specialist
 EEO Administrator
 Consultant
 Management Trainee
Pay for HR Professionals
 Starting salaries for students entering the
field range between the high-twenties to mid
thirties.
 The average salary for all HR professionals is
in the mid-fifties.
 Larger companies pay from 15 to over 30 %
more then smaller companies
 Top HR executives make anywhere from 100 k
to over 600 k in total compensation. Often the
Senior HR executive is one of the top five
highest paid professionals in the company.
Any questions?