Background at the University of Maryland
The long-established objectives of all higher learning institutions are clear-cut: research, teaching, and service. Most universities and colleges are principally dedicated to training, whilst just a few are devoted to research. The majority offer services to the general community although the degree differs considerably. Moderately, a small number of universities may lay chief claims to significant investment in the objectives of higher learning. The University of Maryland (commonly referred to as UMB or UMBF); the flagship of public universities in Maryland state provides all these, well and adequately. It is amongst the highly ranked universities in the nation possessing larger student bodies and faculties and offers educational excellence to numerous students (University of Maryland, 2012).
The University of Maryland is a public university located in Baltimore. It is one of the oldest state universities. Since its foundation in 1807, the University has become a flagship educational center of Maryland. The University of Maryland is comprised of seven professional and graduate schools, which perform educational services to meet the state and national needs of highly qualified professionals in health care delivery, biomedical science, social services, and law. Edward J. Brody is the president and CEO of the University of Maryland.
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The seven professional schools of the University of Maryland and, when they were established, are as follows:
- School of Medicine-1807;
- School of Law-1806;
- Dental School-1840 (it was the earliest in the globe);
- School of Pharmacy-1841;
- School of Nursing-1889;
- Graduate School-1917;
- School of Social Work-1961.
The latest School of Public Health was established in 2006 (University of Maryland, 2012). In long and short terms, the effects of the university are most evidently expressed and seen in the learning and teaching that occur. The majority of the resources including financial and human are committed to students’ learning, which in turn brings forth constant economic outcomes. The skills and knowledge acquired from the university assist the students and develop their permanent earning capacities in addition to enhancing their capability to benefit their societies economically.
The University of Maryland, a center for technology and research is built on a 61-acre piece of land that includes 65 buildings. It is the only human services, public academic health, and law center in Maryland. The graduate and professional schools train most of the state’s nurses, physicians, lawyers, dentists, pharmacists, and social workers. The university’s president has led it to become the principal associate in the redevelopment of the Baltimore western side. With the aim of encouraging bioscience innovation and shared research opportunities, the University of Maryland BioPark was launched in October 2005 (University of Maryland, 2012). The University community participates in corporate social responsibility and every year, it offers over two million hours serving the general public.
In accordance with the information provided on its official website, 6,349 students study at UMB to obtain professional practice doctorate degrees, research and scholarship doctorate degrees, Master’s and Bachelor’s degrees, and 8 certificates. Education and other related services are provided by qualified personnel: 1,675 full-time educators, 789 part-time faculty members, and 4,955 staff work there (University of Maryland, 2012). The University of Maryland is funded by state appropriations, tuition and fees, hospital contracts, physician and dental service plans, and auxiliary enterprises. Several private health care companies also support and sponsor the University. Those, who live in Maryland state, as well as those, who attend UMB, feel connected to the university.
The latter attends sporting events, artistic performances, and lecturers, whilst the former watch the same on television, listen to university experts and employ products and technology developed by the University of Maryland. The relationship the University creates with the students is instant. After entering, they are allowed to choose from an outstanding range of opportunities with the aim of becoming connected and betrothed with the service, research, academic life of the University. This implies that the student has diverse opportunities to study, live and work with other people with a common interest.
Mission and Vision of the University of Maryland
The mission statement is an integral part of the performance of any organization across the globe. This opinion can be proved by the following statement, “Mission statements now seem to be an obligatory part of a company’s portfolio of literature along with the statement on environmental policy and a brochure selling the company to graduates” (Campbell, 1997, p. 931). In conformity with the University’s information concerning its mission and overall philosophy, the mission of the UMB is to ensure “that the knowledge it generates provides maximum benefit to society, directly enhancing the community” (University of Maryland, 2012). Education services and research activities are performed inconsistent, well developed, disciplined, and focused manner. The University of Maryland is dedicated to equal learning opportunities.
The diversity of students, staff, and faculty are declared in the mission statement are a key constituent of its ambitions. UMB is Maryland’s human services, law, and PublicHealthUniversity, which is committed to quality in the provision of graduate and professional education, patient care, research, and public services. Through the employment of an exceptional faculty, student and staff, as well as the employment of state-of-the-art technology, the University is able to train leaders in biomedical science, healthcare delivery, social work, global health, and law. UMB stresses interdisciplinary research and training within the environment that clearly values diversity, respect, teamwork, cooperation, and answerability. The University of Maryland promotes economic development in the state by carrying out globally acknowledged research for disease treatment, enhancement of health, and social functioning of individuals. Besides, the university is dedicated to making certain that the skills and knowledge generated offer the utmost benefits to the entire community.
In order to attain the above, the University offers a broad array of education programs, engenders a rich collection of opportunities and creates a stimulating learning community. It offers extensive research programs, scholarships, and creative and performing arts, thus, playing a major responsibility in enhancing the cutting edge of knowledge. Scientific, social and technological innovations are highly considered by the University as they promote economic development, advance human welfare, and solve key societal problems. In order to benefit the entire society, the University of Maryland shares its artistic and intellectual resources by taking part in joint ventures with an array of global and local institutions – scientific, educational, governmental, cultural, as well as commercial serving a number of purposes. They play a part in the growth of the University students as well as its academic endeavors, offer support to partners and, to a greater extent, enhance the general welfare of the state of Maryland and the globe at large.
The University of Maryland is dedicated to its core values, which guide its initiatives, priorities, and goals. It can be said that the core values has made the university to become one of the leading universities in Maryland state. The core values of the University of Maryland include a commitment to the highest educational and research standards related to health care delivery, social services, biomedical science as well as law. The University activities are based on the integrity of laws, regulations, and educational practices, respect for the organization’s students, faculty members, personnel, and communities, excellence in the workplace, and teamwork environment. The UMB conducts transparent and open policy; information concerning its philosophy, mission, objectives, education services, and activities is widely available for applicants, students, and employees. The harmonious parity of education, research, practice, and development makes the University one of the best educational establishments nationwide.
Other core values include:
- It has a firm dedication to quality in all its undertakings.
- It values collaborative governance, fairness and honesty, and free and open debate.
- It is committed to the reliability of action and fairness in decision making.
- It has a bottomless dedication to inclusiveness, diversity, as well as revere for the cultural disparity.
- It values the incorporation of premier quality arts, academics, and athletics into an inclusive university experience.
- It believes in collaboration with various institutions on an international scale, and engagement with the society.
- It promotes innovation, embraces transformation, and encourages responsiveness and agility in a speedily transforming world.
- It supports and values the spirit of entrepreneurship.
- It enthusiastically integrates technological development into research, education, and administrative functions.
- Lastly, the University has a strong dedication to environmental stewardship.
Staffing plans should be based on findings of processes of “analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives” (Mathis & Jackson, 2010, p. 146). A staffing plan is a scheme that controls and monitors human capital costs, whilst generating an infrastructure that supports efficient decision making. It employs appropriate outcome measures and workload that may assist in assessing staffing needs both in the present and future. The University of Maryland is a large institution and its staffing needs are numerous. With regard to this, having a staffing plan assists the University to prepare for the future by categorizing the present and future needs. In addition to ensuring conformity to federal and state governments, a staffing plan aids the University to create goals and objectives and communicate strategies to its stakeholders. In case there is a gap between available resources and the required number of staff, a staffing plan aids in coming up with contingency plans (Noe et al., 2011).
The Job Position to be analyzed for the University of Maryland is a “Contract and Grant Specialist” (a Job Code of E1433E), an employee, who resides in the Deans Administration Experimental Learning Program of the School of Pharmacy. Essential functions, minimum qualifications, knowledge, skills, and abilities associated with this position are specified by the Department of Staffing and Career Services of the University of Maryland.
Contract and grant specialists engage in a number of roles that reflect their core competencies, such as conducting an analysis of proposals and agreements, monitoring terms and conditions in compliance with applicable regulations, providing general consulting, and communicating with internal clients. The complete Job Description is provided in Appendix A. The University maintains a sufficient number of faculty members, regular and contingent employees, and graduate assistants to offer high-quality programs and services. Staffing strategies of the University of Maryland are designed to enable all employees to perform their current and future duties and responsibilities effectively.
Staffing plans are developed in line with the staffing requirements of this university. Well-designed reward programs increase retention, motivate, and satisfy employees. In order to “ensure that the university reaches its full potential as a leader in the changing landscape of higher education, research, service, and community engagement”, the University provides its employees with numerous benefits, such as health, dental, and prescription insurance, accidental death, and dismemberment plan, tuition reimbursement, retirement plan, and the UMB campus benefits. “Regular employees, as well as their spouses and dependent children, may receive tuition benefits for most programs at any participating campus of the University System of Maryland” (University of Maryland, 2012).
According to its philosophy, mission, vision, and organizational culture, the University of Maryland provides its potential and present employees with equal opportunities regardless of their race, color, national origin, gender, age, religious beliefs, disability, marital or any other status or condition. Application, recruitment, development, retention, promotion, and other constituents of employment processes are regulated by Federal and/or State laws. Thus, if a person corresponds to requirements to the position of a contract and grant specialist and occupational qualifications of the University, he/she has a potential opportunity to become a member of the team. The UMB’s form of relations to others coincides with those of the majority of other American forward-looking universities.
Cooperation, leadership development, teamwork promotion, and opportunities to continue education are the components of the UMB’s culture. Furthermore, in order to assist employees experiencing personal, professional, family, or other problems, Human Resource Services and the Department of Psychiatry, School of Medicine, provide them with the free and confidential Employee Assistance Program (EAP) (University of Maryland, 2012). Facilitating new employees’ engagement, Human Resource Services of the University have designed “New Employee Guide”, “Summary of Benefits”, “Campus Map”, “Campus Policies”, and other helpful guidelines, which are available online and in the printed format.
Job analysis is a “systematic way of gathering and analyzing information about the content, context, and human requirements of jobs” (Mathis & Jackson, 2010, p. 125). Functional job analysis has been utilized in HR management since the early 1940s. HR professionals of the University of Maryland conduct task-oriented and worker-oriented job analyses so that they can determine their planning, recruiting, reward, compensation, training, and selection strategies. Basic techniques of job analysis are interviews, questionnaires, gathering background information, observation, psychometric practices, logs/diaries, etc. Job analysis consists of five obligatory phases, viz. planning, developing and introducing job analysis, conducting job analysis, developing job descriptions and specifications, and maintaining and updating job descriptions and specifications.
The University has developed job specifications, which by and large depict the main responsibilities and duties of the employees, the minimum qualifications required for the performance of a specific job, as well as educational requirements. The job specifications can only be deleted, modified or amended with the Chancellor’s approval.
Irrespective of their position, all employees must meet specific criteria determined to perform representative duties of a job. In order to correspond to the UMB’s mission, vision, core values, and strategies, a contract and grant specialist should possess relevant educational background – a Bachelor’s or higher degree in business or public administration or a related branch. Previous pertinent experience should include 3+ years of employment. Due to frequent changes in today’s workplace and conditions, job analyses should detect changes in jobs as time passes (Noe et al., 2011, p. 107). The comprehensive job analysis allows HR professionals to complete the accurate identification of specific job requirements and competencies, establish performance standards and working conditions, estimate financial and budgeting impacts, and define knowledge, skills, abilities, and other characteristics (KSAOs) “an individual needs to perform a job satisfactorily” (Mathis & Jackson, 2010, p. 136).
Recruitment Plan with Estimated Cost
The primary purposes of recruitment are to identify and attract potential qualified employees (Mathis & Jackson, 2010; Noe et al., 2011). Although recruiting strategies and, thus, recruitment plans differ in various organizations, recruitment plans are generally comprised of such components as numbers and types of employees required, personnel policies of an organization, recruitment goals and responsibilities, sources of candidates, labor markets, and recruitment techniques.
An organization employs workers via internal (organization-based) or external (outsourced) recruitment sources. Costs of recruiting are inextricably linked with the effectiveness of methods used. “Recruitment process outsourcing (RPO) can be done to improve the number and quality of recruiting candidates, as well as to reduce recruiting costs” (Mathis & Jackson 2010, p. 185). Recruiting practices of the University of Maryland are performed in line with the EEOC (Equal Employment Opportunity Commission) guidelines to promote workforce diversity.
The University has designed announcements of a vacant position of a contract and grant specialist, which are published on its official website and the homepage of the Human Resources Department, in employee publications, and on the University bulletin boards; thus, it utilizes internal recruiting sources. This practice allows HR practitioners of the University of Maryland to generate potential applicants, who are well known to the University and possess realistic expectations about the job of a contract and grant specialist. Taking into consideration a great number of faculty members and staff of the University, this method appears to be cost-effective.
In addition, HR professionals of the University implement methods of external recruiting. In order to attract qualified employees, who are searching for jobs, they have posted career information on the specifically designed website www.HealthcareSource.com. The website offers wide access to job candidates and vacant positions at low cost, thus, expenses on this external recruitment can be evaluated as insufficient. Combining both internal and external recruiting sources, the University of Maryland utilizes effective and inexpensive practices of recruitment.
The University has a Performance Management Process (PMP) that offers a framework for communication between the supervisors and the employees concerning performance matters and plan for development (Mathis & Jackson, 2010). This ensures efficient performance evaluation regarding goals, expectations, and performance measurement standards. Performance evaluation helps the University of Maryland to achieve its goals as the employees work towards attaining the mission, vision, and core values of the institution.
This is one of the most significant steps in ensuring that an organization hires the best candidates for a particular job. The selection process can be conceptualized as the aspect of choosing the best candidates, or the act of rejecting those candidates, who are unfit, or a combination of the two in particular times (Noe et al., 2011). Further, Gupta (2006) indicates that the selection process is the act of choosing the best individual out of all the candidates. The process of personnel selection is aimed at identifying “individuals best qualified to perform the available jobs. At the end of the process, the selected individuals are placed in jobs with the organization” (Noe et al., 2011, p. 158). It is notable that there exists a significant difference between the recruitment and selection process, especially, in regard to their main objectives. For instance, though both aim at acquiring suitable candidates for a job, the basic main of recruitment is attracting the highest number of possible candidates, thus, creating more options for the human resources department.
On the other hand, the selection process aims at choosing the best out of all the available candidates. The selection process should be based on initial selection criteria, job descriptions, and requirements, and performed in accordance with regulations of equal employment opportunities and candidates’ privacy rights. Selection criteria allow HR practitioners and managers to determine whether an applicant can perform job-related duties and responsibilities successfully. According to Gupta (2006), among other notable scholars in the field of the human resources department, there are various steps, which can be adhered to when selecting employees. These notable steps can be employed by the human resources department from the University of Maryland in selecting the best candidate for the position of a contract and grant specialist.
The first step can involve screening applications or preliminary interviews. Gupta (2006) indicates that this is a sorting process, where prospective candidates acquire the required information regarding the organization, as well as the nature of the job. Further, important information is elicited from all the candidates on issues, such as their skills, education, and expected salary among other aspects. The other step that can be employed by the human resources department from the University of Maryland is filling in application forms. In this step, it will be possible for the human resource team to collect relevant information to this selection process, such as educational background and experience among other background investigations. Conducting a psychological test for all the candidates is the other step in the selection process. Since the application process is through the online method, a large number of candidates, more than 200 applicants, are expected.
Through this test, candidates having the highest cut-off points may be considered, thus, reducing overheads associated with the selection process. Thereafter, human resources can be able to carry out personal interviews with those candidates, who succeed in the above steps. Through this step, it will be easy for the university administrators to significantly establish a friendly relationship with the candidates, a factor that will motivate these candidates. The other steps include medical examination (optional) and then final approval by the board. In the final approval, a final decision by the concerned departments at the university will be able to recommend the candidates and this is followed by job placement. However, after job placement, there is a need for the university to ensure constant evaluation of these employees, thus, ensuring maximum output at all times.
Orientation and Initial Training
“Training is a planned effort to enable employees to learn job-related knowledge, skills, and behavior” (Noe et al., 2011, p. 7). Planning of orientation and initial training is a prediction of problems, conditions, means, and methods necessary to achieve employees’ perspective results. Orientation and induction will entail receiving the employees, introducing them to the organization and colleagues, as well as ensuring that they understand the customs, traditions, activities of the University of Maryland. Orientation and initial training are conducted to facilitate the process of a novice’s adaptation to a new professional environment and requirements.
Gupta (2006) notes that during the orientation process, the management will have time to learn whether the expectations of the employees towards the job are met. This is due to the fact that during the recruiting, as well as the interview process, the organization may have miscalculated the expectations of the employees, thus, a second thought is effectively for both company and the new hire are offered at this stage.
However, it can be changed to meet new demands for contract and grant specialists and their potential needs. In addition, to meet the extraordinary demands of the future, all professionals should cultivate new ways of thinking and new concepts of leadership. Leadership development is an integral component of a complex strategy to overwhelm current problems in organizations. Furthermore, orientation and training are essential to predict and evaluate potential business improvements and adverse effects, and optimum and minimum expectations connected with empowerment.
Based on the above, it is clear that the process of hiring employees requires keen evaluation, to ensure that the right candidate is hired for the duties at hand. For the University of Maryland, whose core values include commitment to the highest educational and research standards related to health care delivery, biomedical science, social services, and law, there will be the need to ensure that adequate job analysis for the position of contract and grant specialist of the Dean’s Administration of the School of Pharmacy.
Functional job analysis has been utilized in HR management since the early 1940s. HR professionals of the University of Maryland will conduct task-oriented and worker-oriented job analyses, so that they can determine their planning, recruiting, reward, compensation, training, and selection strategies. Other aspects, such as recruitment selection, cost, and benefits analysis orientation and training are crucial in the hiring process for the above job position.