WELCOME WELCOME !!

Human Resource Human Resource ManagementManagement

Professor Jerry SchoenfeldProfessor Jerry Schoenfeld

Department of Management Department of Management

Session Overview

IntroductionIntroduction What is Human Resource Management?What is Human Resource Management? Why is this area of study increasingly Why is this area of study increasingly

important in today’s business environment?important in today’s business environment? The FGCU HRM program goals and courses .The FGCU HRM program goals and courses . FGCU’s student organization in HRMFGCU’s student organization in HRM Careers in Human Resource ManagementCareers in Human Resource Management Questions and AnswersQuestions and Answers

What does an employee What does an employee seek from an seek from an organization?organization?

Job ChallengeJob Challenge Caring CultureCaring Culture SecuritySecurity Job GrowthJob Growth PromotionsPromotions EmpowermentEmpowerment Interpersonal Interpersonal

relationsrelations

Good payGood pay BenefitsBenefits PrestigePrestige RespectRespect Social Social

ResponsibilityResponsibility HonestyHonesty

What does an organization What does an organization seek in its employees?seek in its employees?

Right Job Knowledge Right Job Knowledge and Skillsand Skills

DedicationDedication MotivationMotivation FlexibilityFlexibility Growth PotentialGrowth Potential Ability to Adapt to Ability to Adapt to

ChangeChange Good QualityGood Quality

EthicsEthics Similar ValuesSimilar Values Good QuantityGood Quantity Problem SolvingProblem Solving Innovation / Innovation /

CreativityCreativity DependabilityDependability

Human Resource Human Resource ManagementManagement

Is the process of creating Is the process of creating policies, procedures, and policies, procedures, and practices to achieve a mutual practices to achieve a mutual matching of both employee and matching of both employee and organizational needs so that organizational needs so that employees are satisfied and the employees are satisfied and the organization can achieve organization can achieve strategic success.strategic success.

Some View HRM as: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 In an age where everyone has basically the same has basically the same information at the same information at the same time, the advantage goes time, the advantage goes to firms who have to firms who have employees who can create employees who can create a competitive advantage.a competitive advantage.Robert Goizueta, Former CEO, Coca-Robert Goizueta, Former CEO, Coca-Cola Co.Cola Co.

Current Organizational Current Organizational Challenges Increasing the Challenges Increasing the Importance of HRMImportance of HRM

High Levels of Global CompetitionHigh Levels of Global Competition An Increasingly Diverse WorkforceAn Increasingly Diverse Workforce Increased Governmental RegulationsIncreased Governmental Regulations Rapid Technological ChangeRapid Technological Change Changing Values of workforceChanging Values of workforce Consumer Demands for High Consumer Demands for High

Quality at Low CostQuality at Low Cost

Job Analysis

Human Resource Human Resource Management Management

Forecasting

Staffing

Training

Performance Appraisal

Compensation

Job AnalysisJob Analysis A job analysis refers to studying A job analysis refers to studying

a job in order to understand what a job in order to understand what is needed to help the job holder is needed to help the job holder perform a job successfully. perform a job successfully.

• KnowledgeKnowledge

• SkillsSkills

• Abilities Abilities

• Attitudes Attitudes

ForecastingForecasting

Demand ForecastingDemand Forecasting• Determining the number of Determining the number of

employees that the organization will employees that the organization will need at some point in the future as need at some point in the future as well as the knowledge, skills, and well as the knowledge, skills, and abilities that these employees must abilities that these employees must possess.possess.

Supply ForecastingSupply Forecasting• Determining what human resources Determining what human resources

will be available, both inside and will be available, both inside and outside the organization.outside the organization.

RecruitmentRecruitment

The process of finding and The process of finding and attracting job candidates who are attracting job candidates who are qualified to fill job vacancies.qualified to fill job vacancies.

• Internal recruitmentInternal recruitment

– Identifying candidates from inside Identifying candidates from inside the organization and encouraging the organization and encouraging them to apply for jobs that are them to apply for jobs that are vacant.vacant.

• External recruitmentExternal recruitment

– Advertising for and soliciting Advertising for and soliciting applicants from outside the applicants from outside the organization.organization.

SelectionSelection

Selection is the process of evaluating Selection is the process of evaluating and choosing the best qualified and choosing the best qualified candidate from the pool of applicants candidate from the pool of applicants recruited for the position.recruited for the position.

It entails the exchange of accurate It entails the exchange of accurate information between employers and information between employers and job candidates to optimize the person-job candidates to optimize the person-job match.job match.

Although organizations usually make Although organizations usually make these decisions, applicants also self-these decisions, applicants also self-select by choosing to join, not to join, select by choosing to join, not to join, or to leave, organizations according to or to leave, organizations according to their individual needs.their individual needs.

Selection MethodsSelection Methods

Application forms and Application forms and resumesresumes

TestsTests

InterviewsInterviews

Physical exams and drug Physical exams and drug teststests

Application Forms and Application Forms and ResumesResumes

Application forms and/or resumes are Application forms and/or resumes are usually the first sources of information usually the first sources of information about a potential employee.about a potential employee.

Applications and resumes usually Applications and resumes usually record the applicant’s desired position record the applicant’s desired position and job-related qualifications and and job-related qualifications and experience.experience.

Both serve as prescreening devices to Both serve as prescreening devices to help determine whether an applicant help determine whether an applicant meets the minimum requirements of a meets the minimum requirements of a position.position.

Both also allow for preliminary Both also allow for preliminary comparisons with the credentials of comparisons with the credentials of other candidates.other candidates.

Written TestsWritten Tests

Test the applicant in a variety of Test the applicant in a variety of areas:areas:

• KnowledgeKnowledge

• AbilityAbility

• SkillSkill

• IntelligenceIntelligence

• InterestInterest

Performance TestsPerformance Tests

Performance tests require the job Performance tests require the job candidate to actually perform it candidate to actually perform it the job, usually in a small part or the job, usually in a small part or for a short time.for a short time.

There are two common types of There are two common types of performance tests:performance tests:

• Work samplesWork samples

• Assessment centersAssessment centers

Work Sample Performance Work Sample Performance TestsTests

Work samples are more appropriate Work samples are more appropriate for jobs that are more routine and/or for jobs that are more routine and/or more specific.more specific.

If work samples are designed and If work samples are designed and selected well, then the person’s selected well, then the person’s performance in the work sample performance in the work sample should accurately predict their should accurately predict their performance on the job.performance on the job.

Work samples do show high validity Work samples do show high validity scores, especially when compared to scores, especially when compared to written aptitude, personality or written aptitude, personality or intelligence tests.intelligence tests.

Assessment Center Assessment Center Performance TestsPerformance Tests

Assessment centers are usually more Assessment centers are usually more appropriate to judge a candidate’s appropriate to judge a candidate’s predicted performance in a more predicted performance in a more complex job.complex job.

The candidate typically is presented The candidate typically is presented with a fairly large number and varying with a fairly large number and varying types of tasks to do (sometimes more types of tasks to do (sometimes more than can reasonably be done).than can reasonably be done).

The intent of the assessment center is The intent of the assessment center is to judge how a candidate would to judge how a candidate would behave and perform in selected tasks behave and perform in selected tasks to predict performance on the job.to predict performance on the job.

Personality or Personal Personality or Personal TestsTests

Judge whether a person “fits” Judge whether a person “fits” into the organization.into the organization.

The goal is to hire people who The goal is to hire people who already have characteristics already have characteristics and attitudes that are line with and attitudes that are line with the core values of the the core values of the organization and it’s culture.organization and it’s culture.

It is assumed that it is easier to It is assumed that it is easier to teach a person the details of a teach a person the details of a job than it is to teach him or job than it is to teach him or her to change deeply help her to change deeply help attitudes or change personality attitudes or change personality characteristics.characteristics.

InterviewsInterviews

Interviews are relatively formal, in-Interviews are relatively formal, in-depth conversations conducted for the depth conversations conducted for the purpose of assessing a candidate’s purpose of assessing a candidate’s knowledge, skills and abilitiesknowledge, skills and abilities

Interviews also provide the candidate Interviews also provide the candidate information about the organization and information about the organization and potential jobs.potential jobs.

Interviews tend to have low validity.Interviews tend to have low validity.• While many people conduct interviews, While many people conduct interviews,

few are trained in how to do them well.few are trained in how to do them well.• Interviews also tend to be fairly informal Interviews also tend to be fairly informal

and no two are alike which raises issues and no two are alike which raises issues with reliability.with reliability.

Realistic Job PreviewRealistic Job Preview

The interviewer explains to the The interviewer explains to the applicant what the job “really” applicant what the job “really” requires rather than giving just requires rather than giving just the positive points of a job or the positive points of a job or company and avoiding the company and avoiding the negative.negative.

Physical Exams and Drug Physical Exams and Drug TestsTests

A physical exam is intended to ensure A physical exam is intended to ensure that a person is physically able to that a person is physically able to carry out certain job requirements.carry out certain job requirements.

A physical exam can also be used to A physical exam can also be used to enroll employees in fringe benefits enroll employees in fringe benefits such as health, life, or disability such as health, life, or disability insurance.insurance.

Drug tests, while controversial, are Drug tests, while controversial, are used by many companies for both used by many companies for both hiring and for continued employment.hiring and for continued employment.

TrainingTraining

A planned effort to assist A planned effort to assist employees in learning job-related employees in learning job-related behaviors in order to improve behaviors in order to improve performance.performance.

Companies train employees in an Companies train employees in an effort to prepare them to work effort to prepare them to work toward achieving the goals and toward achieving the goals and objectives of the organization.objectives of the organization.

Types of Training Types of Training ProgramsPrograms

OrientationOrientation

Technical trainingTechnical training

On-the-job trainingOn-the-job training

Management Management development development programsprograms

Performance Performance AppraisalAppraisal

A systematic process of evaluating A systematic process of evaluating employee job-related employee job-related achievements, strengths, achievements, strengths, weaknesses, as well as determining weaknesses, as well as determining ways to improve performance.ways to improve performance.

Uses of performance appraisal Uses of performance appraisal information:information:• MotivationMotivation

• Personnel movementPersonnel movement

• TrainingTraining

• Feedback for improvement and Feedback for improvement and personal developmentpersonal development

Graphic Rating ScalesGraphic Rating Scales

Assess employee’s on a series of Assess employee’s on a series of performance dimensions such as:performance dimensions such as:• Initiative Initiative • TardinessTardiness• Accuracy of workAccuracy of work

Performance dimensions on a Performance dimensions on a graphic rating scale tend to be graphic rating scale tend to be fairly general.fairly general.

As a result the scales are relatively As a result the scales are relatively flexible and can be used to flexible and can be used to evaluate individuals in a number of evaluate individuals in a number of different jobs.different jobs.

Problems with Performance Problems with Performance AppraisalAppraisal

Halo EffectHalo Effect

Rater PatternsRater Patterns

Contrast ErrorContrast Error

Recency ErrorRecency Error

Direct CompensationDirect Compensation

Base pay Base pay • Refers to wages and salaries Refers to wages and salaries

employees receive in exchange for employees receive in exchange for performing their jobs.performing their jobs.

Incentives Incentives • Compensation beyond base pay Compensation beyond base pay

used to attract, retain, and motivate used to attract, retain, and motivate employees.employees.

• Bonuses, commissions, profit-Bonuses, commissions, profit-sharing plans, stock options.sharing plans, stock options.

Indirect CompensationIndirect Compensation

BenefitsBenefits

• Rewards employees receives as part of Rewards employees receives as part of their employment relationship with the their employment relationship with the organization.organization.

Benefit categoriesBenefit categories

• Required and voluntary securityRequired and voluntary security

• RetirementRetirement

• Time-offTime-off

• Insurance and financialInsurance and financial

• Social and recreationalSocial and recreational

Designing Equitable Reward Designing Equitable Reward SystemsSystems

Compensation designers are Compensation designers are concerned with three sources of concerned with three sources of fairness expectation:fairness expectation:• External FairnessExternal Fairness

– Is the pay for the job fair in one Is the pay for the job fair in one organization relative to the pay for the organization relative to the pay for the same job in other organizations?same job in other organizations?

• Internal FairnessInternal Fairness– Is the pay for the job within the Is the pay for the job within the

organization fair relative to the pay of organization fair relative to the pay of other jobs in the same organization?other jobs in the same organization?

• Employee FairnessEmployee Fairness– Is the pay fair relative to what coworkers Is the pay fair relative to what coworkers

are making on the same job?are making on the same job?

Labor-Management RelationsLabor-Management Relations

The formal process through The formal process through which labor unions represent which labor unions represent employees to negotiate terms employees to negotiate terms and conditions of employment, and conditions of employment, including:including:• PayPay

• Hours of workHours of work

• BenefitsBenefits

• Other important aspects Other important aspects of the working of the working environmentenvironment

HR LawsHR Laws

Equal employment opportunity (EEO) Equal employment opportunity (EEO) laws prohibit the consideration of race, laws prohibit the consideration of race, color, religion, national origin, or color, religion, national origin, or gender in employment decision-gender in employment decision-making.making.

In addition, there are laws prohibiting In addition, there are laws prohibiting employment decisions based on biases employment decisions based on biases against qualified individuals with against qualified individuals with disabilities and the elderly.disabilities and the elderly.

In sum, to be competitive in In sum, to be competitive in today’s business environment it today’s business environment it is imperative that an is imperative that an organization has the most organization has the most “effective” employees.“effective” employees.

The HRM track at FGCU is The HRM track at FGCU is designed to empower future designed to empower future Human Resource Human Resource professionals with the professionals with the expertise and knowledge expertise and knowledge required by today’s CEOs required by today’s CEOs and all successful and all successful organizations.organizations.

The FGCU HRM ProgramThe FGCU HRM Programundergraduateundergraduate

MAN 3301 Human Resource MAN 3301 Human Resource ManagementManagement

MAN 3320 Employee StaffingMAN 3320 Employee Staffing

MAN 4330 Management of MAN 4330 Management of CompensationCompensation

MAN 4402 Employee Laws and MAN 4402 Employee Laws and RegulationsRegulations

MAN 3350 Training and MAN 3350 Training and DevelopmentDevelopment

MAN 4129 Leadership LabMAN 4129 Leadership Lab

MAN 3401 Labor-Management MAN 3401 Labor-Management RelationsRelations

MAN 4491 Human Resource Mgt. MAN 4491 Human Resource Mgt. InternshipInternship

FGCU- Society for Human FGCU- Society for Human Resource Management Resource Management

Career development and job seeking Career development and job seeking assistanceassistance

Opportunity to learn from practicing Opportunity to learn from practicing HR professionalsHR professionals

Shadow daysShadow days Company visitsCompany visits NetworkingNetworking SocialSocial

Career Opportunities with a Career Opportunities with a Human Resource Management Human Resource Management DegreeDegree

HR GeneralistHR Generalist College RecruiterCollege Recruiter TrainerTrainer Compensation/Benefits AnalystCompensation/Benefits Analyst Safety SpecialistSafety Specialist EEO AdministratorEEO Administrator ConsultantConsultant Management TraineeManagement Trainee

Pay for HR ProfessionalsPay for HR Professionals Starting salaries for students entering Starting salaries for students entering

the field range between the the field range between the high-high-twenties to mid thirties.twenties to mid thirties.

The average salary for all HR The average salary for all HR professionals is in the professionals is in the mid-fifties.mid-fifties.

Larger companies pay from 15 to over Larger companies pay from 15 to over 30 % more then smaller companies 30 % more then smaller companies

Top HR executives make anywhere Top HR executives make anywhere from from 100 k100 k to to over 600 kover 600 k in total in total compensation. Often the Senior HR compensation. Often the Senior HR executive is one of the top five highest executive is one of the top five highest paid professionals in the company.paid professionals in the company.

Any questions?Any questions?