Essays on Human Resource Manager - a Job Analysis Coursework

Download full paperFile format: .doc, available for editing

The paper "Human Resource Manager - a Job Analysis" is a perfect example of a human resources coursework.   In today’ s highly competitive and rapidly changing online environment, Human Resource (HR) managers is an in-demand job. The HR field has grown in the last 200 years from the supervision of workers and/or an administrative paper processor to one of being a strategic member in the corporate executive offices (C-suite) involved in policy and strategic planning (Blancero, Boroski, & Dyer, 2006). Theorists focused initially on the practice of HR from an economic, psychological, or a strictly business perspective.

With the growing recognition of HR managers as a vital partner in company growth and business development, there is a growing consideration of perceived value as the career niche of human resources management turns into a respected source and center of business cost-savings due to its impact on idea generation and product development as a function of new hires and retraining. The Department of Labor documents statistical facts about Human Resources Managers (2010) provides guidance for determining subject matter experts: (a) median pay was about $99,180 annually ($47.68 hourly), (b) the position requires a Bachelor’ s degree, (c) one to five years experience were required, (d) approximately 71,800 jobs were available in 2010, with a 13% growth since 2009, and (e) future growth projections between 2010 and 2020 predicted an additional 9,300 jobs (BLS, 2012).

HRMS need an understanding of HR-related tasks and responsibilities relative to administrative support for their employer, company, and organization. Job descriptions for HR positions differ based on the company’ s needs - revolving around employee numbers, benefits and compensation package management, or whether it has a union shop.

HR-related tasks may include general tasks, speciality tasks, and a varying range of HR administrative responsibilities and support tasks within the HR department. In the labor market, HR workers typically start in clerical, administrative support, or as entry-level interns. As experience is gained, they may advance in career via promotions to supervision, middle management, or specialized positions within an HR department. Advanced and speciality HR career positions include: (a) benefits managers, (b) payroll specialists, (c) occupational or classification analysts, (d) training and development specialists, (e) recruiters, or (f) labor and employee relation's managers (Bureau of Labor Statistics, 2010). 3.

Recruitment & Selection Organizations have been using different methods to select HR managers for more than a thousand years, but I choose the two methods discussed below to recruit and select HR managers. Assessment Centers This is a popular recruitment and selection tool for HR managerial jobs is assessment centers. They are not a place but a method. It is a comprehensive method that brings together many techniques and instruments. Examples of some commonly used assessment center simulation exercises are role-played presentations, and in-baskets.

Assessment centers can be used for selection, promotion, and development planning. The advantages of using this method is that assessment centers are a valid predictor of future job performance. They linked personality factors and assessment center domains by scrutinizing the notes of assessors for personality descriptors and by classifying them according to the Five-Factor Model. Results revealed that assessors, as a group, use descriptors referring to all five personality domains. The distribution of the Big Five categories varied across assessors and exercises. For instance, the in-basket elicited the conscientiousness domain most frequently, whereas the group discussion elicited extroversion descriptors most often.

Assessment center ratings can be affected by many factors. The way to design a good assessment center is an important task for I/O psychologists. Also, some researchers believe that better validity can be obtained by combining several personnel selection methods together.

References

Blancero, D., Boroski, J., & Dyer, L. (2006). Key competencies for a transformed human

resource organization: Results of a field study. Human Resource Management, 35(3), 383-403.

Bureau of Labor Statistics. (2012). Human resource managers. Retrieved from http://www.

bls.gov/ooh/management/home.htm

Bureau of Labor Statistics. (2012). What compensation and benefits managers do. Retrieved

from http://www.bls.gov/ooh/management/compensation-and-benefits-managers. htm#tab-2

Chamorro-Premuzic, T., & Furnham, A. (2010). The Psychology of Personnel Selection.

New York, NY: Cambridge University Press.

Conway, J. M., Jako, R. A., & Goodman, D. F. (1995). A meta-analysis of interrater and

internal consistency reliability of selection interviews. Journal of Applied

Psychology, 80(5), 565-579.

Gibson, C. L. (2004). Performance appraisals. New York: Barnes & Noble.

Hughes, J. M. (1982). The poverty of performance appraisal. Industrial and commercial

training, 14( 12), 404-411.

Keenan, T. (1995). Graduate recruitment in Britain: A survey of selection methods used

by organizations. Journal of Organizational Behavior, 16(4), 303-317.

Maiorca, J. (1997). How to construct behaviorally anchored rating scales (BARS) for employee

evaluations. Supervision, 58(8), 15-18.

Morriss, R. (1999). Rate your association's performance evaluations. Association Management

57(7), 60-65.

McDaniel, M. A., Whetzel, D. L., Schmidt, F. L., & Maurer, S. D. (1994). The validity of

employment interviews: A comprehensive review and meta-analysis. Journal of

Applied Psychology, 79(4), 599-616.

Murphy, K. R. & Cleveland, J. N. (1995). Understanding performance appraisal: Social,

organizational, and goal-based perspectives. Thousand Oaks, CA: Sage.

Phillips-Carson, P., & Carson, K. D. (1993, September/October). Deming versus

traditional management theorists on goal setting: Can both be right? Business

Horizons, 36(5), 79-84.

Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in

personnel psychology: Practical and theoretical implications of 85 years of research

findings. Psychological Bulletin, 124(2), 262-274.

Schweiger, I., & Sumners, G. E. (1994). Optimizing the value of performance appraisals.

Managerial Auditing Journal, 9(8), 3-7.

Society of Human Resource Management Learning System. (2010). Alexandria, VA: Society of

Human Resources Management (SHRM).

Strauss, G. (1992). Management by objectives: a critical view. Training and Development

Journal, 26(4) 10-15.

Tziner, A., Joanis, C., & Murphy, K. R. (2000). A comparison of three methods of performance

appraisal with regard to goal properties, goal perception, and rate satisfaction. Group &

Organization Management, 25(2), 175-190.

Download full paperFile format: .doc, available for editing
Contact Us