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.
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About the Author
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.
HUBERT S. FEILD (he prefers "Junior," or Jr.) There are four things that you need to know about Feild to understand him completely. First, he has lived in the same house in Auburn, Alabama, for 46 years. Second, in the year 2000, he threw out all clothing except for jeans, shorts, t-shirts, and tennis shoes because he never wore anything else. Third, he refuses to go to professional meetings or to serve on academic journal review boards because these take too much of his time. Fourth, when he was in high school, a girl gave him a baseball signed by the 1927 New York Yankees team. He said "thank you" but did not ask why she gave it to him or how she got it. Even worse, he took it home, went off to college, and never saw it again. He never even asked his mother what happened to it. Jr. received his Ph.D. in industrial psychology from the University of Georgia. While there, he met Bob Gatewood, another author on this book. They have been good friends for over 40 years, mainly because they have seen each other only four times during that time. Jr. has been both an impactful and influential faculty member during his time at Auburn. He has published consistently in the leading research journals in both management and psychology in a number of the major areas of human resource management, but especially in selection. In doing this, he has been xx Human Resource Selection 9e very successful as a mentor and friend of his many Ph.D. students who have gone on to be successful themselves. He has remained a true friend and a strong support network for all of these former students. Jr. is also an excellent teacher. Most of his classes are in selection or in other HR topics. His usual strategy is to develop in-class exercises to demonstrate principles in the text. (He'll do anything to avoid lectures and keep students awake.) He has shared these exercises with his two coauthors of this book, who have equally experienced success with them. Both of his coauthors attribute Jr.'s success to the fact that he thinks like 19- to 21-year-olds, especially immature ones. It's adults that he has trouble dealing with. Of his many fine attributes, perhaps Jr.'s most significant strength is that once a friend, always a very good friend. This means that he is fun to be with, laughs at jokes about himself (which are numerous), does what he says he is going to do, and treats others with respect and emotional understanding. He could be the most popular person in the United States if he would ever leave Auburn and meet people.
MURRAY R. BARRICK lives in Austin, TX and can routinely be seen wandering the trails of Towne Lake and the streets between Zilker Park or the Barton Springs Road to Congress Bridge. Murray attained his Ph.D. in industrial and organizational psychology (the same degree as the other two authors) from the University of Akron. His main reason for getting this degree is that he has always wanted to be like Gatewood since he was a small boy. If he would have known that Feild was an I/O psychologist, he probably would have gone into physics. Murray has been quite successful. Currently, he is a University Distinguished Professor and the Whatley Chair at the Mays Business School at Texas A&M. Trying to be like Gatewood, he has spent time as Department
Head of Management and as President of the HR Division of the Academy of Management.
The HR Division withstood Gatewood's presidential tenure and somehow made it through Barrick's as well. Miracles never cease. Barrick has also been a faculty member at the University of Iowa and Michigan State. He is famous because of his 74 published articles in research journals and numerous academic presentations at professional meetings. Even more importantly to academics is that these articles have been cited over 33,000 times. (This means that the article title has been printed in the reference section of other research articles. It doesn't necessarily mean that the article has been read.) His first publication as an Assistant Professor, published in 1991, has been cited over 9,400 times alone. Barrick invested a lot of his time as an Assistant Professor convincing other professors to cite this article. Murray and his wife travel-a lot. They go anywhere that someone pays their way. So, he has served as a keynote speaker in South Africa and Australia, and has given a series of tutorial workshops in New Zealand, Switzerland, Israel, Saudi Arabia, and New Jersey (somehow he thought this was a distant country). When they stay in the United States, they head north and have been many places between Bar Harbor, Maine, and Puget Sound, Washington. This is the fifth edition of this book for which Murray has contributed his selection expertise. Given this, he now feels he has fully paid his dues and looks forward to the opportunity to actually meet one of his coauthors, Jr., before the next edition of the book. Gatewood thinks this is a mistake, like thinking that New Jersey was a distant country.