
Human Resource Selection
wessex, inc. (Publisher)
Published on 19. October 2018
Book
Hardback
784 pages
978-0-9995547-4-6 (ISBN)
Description
Human Resource Management (HRM) is a set of decisions systems that organizations can design and implement
to increase the performance and productivity of their workforce. The major activities in HRM are
recruitment, selection, training, measuring performance, and compensating workers for their performance.
The first two of these, recruitment and selection, focus on bringing high-ability individuals into the organization
and placing them in the appropriate jobs. Everyone agrees that having high-ability employees is
essential to a successful organization. Recruitment activities inform appropriately skilled applicants external
to the organization about available positions within the organization. Successful recruitment presents information
about the organization and the job to people in such a way that they become interested in possible
employment. Recruitment should result in applications from people who have the appropriate abilities for
the available job. Selection is the set of activities that gathers systematic information from the applicants
and identifies those with the highest ability levels in order to offer employment. Training encompasses the
activities that both the new employees and existing employees complete in order to further develop the most
important abilities for the job. In the present global, competitive economy, excellent and frequent training is
necessary to make sure that employees can continue high performance. Measuring performance and compensating workers are the two fundamental principles for motivating employees. Measuring performance
clearly specifies to workers the main outcomes of their work. It also makes goal setting possible, which
research has found to be highly motivating in itself. Compensation should be designed so that employees
are rewarded at levels reflective of their performance. Think of this as the application of the psychological
principle of reward/reinforcement.
More details
Language
English
Product notice
sewn/stitched
Cloth over boards
Illustrations
Illustrations, color
Dimensions
Height: 260 mm
Width: 208 mm
Thickness: 46 mm
Weight
1872 gr
ISBN-13
978-0-9995547-4-6 (9780999554746)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Robert Gatewood had an uneven start to his career. Specifically, he attended three different universities for his undergraduate degree. During this transitory time in his life, Bob had four majors, starting in engineering and ending in psychology. The last was the only one in which he was really interested. He then went to Purdue University for graduate school, not only because of its excellence, but also because it had good sports teams to watch and occupy his time-Bob thought that taking only three courses a semester in his favorite subject would not be too time consuming. Once in grad school, Bob learned that taking just three courses a semester actually consumed him and he really didn't have the time to avidly follow all the sports. After completing his Ph.D. in industrial psychology, he worked as a consultant and then joined academia.
His first position was as a member of the Department of Management at the Terry College of Business, University of Georgia. Thinking he might stay 5 years, Bob left 34 years later. During these years, Bob climbed the academic ranks from assistant to full professor and then pursued an administrative career at Terry as a department chair and associate dean in the College of Business. An indication of how well he did these jobs is contained on a plaque that he received when he retired that thanked him "for his creative solutions to problems and unfailing sense of humor"-no mention, however, of how good these solutions were. Bob was also elected to five executive positions, including President, within the Human Resources Division of the Academy of Management. Remarkably, the Human Resources Division is still a viable part of the Academy.