Robert C. Hoell, Ph.D., SPHR, is chair of the Department of Management in the Parker College of Business at Georgia Southern University. He holds a Ph.D. in management and an MS and BA in Human Resource Management and Labor Relations, both from Virginia Tech, and is certified as a Senior Professional of Human Resources. Hoell’s current interests focus strongly on Human resource information systems, industrial relations, and human capital management. He has published in these areas and has presented at numerous meetings. Hoell is the recipient of the Bank of America Faculty award at Georgia Southern University, the W.A. & Emma Lou Crider Award for Excellence in Teaching, the Martin Nesmith Faculty Award for Distinguished Service and has been awarded a Parker College of Business Research Grant three times. In addition, he is the faculty co-advisor to the student chapter of the Society for Human Resource Management at Georgia Southern University and a member of the International Association for Human Resource Information Management’s (IHRIM) Steering Committee for the Higher Education Partnership Initiative.
Areas of Expertise (3)
Human Capital Management
Human Resource Information Systems
Martin Nesmith Faculty Award for Distinguished Service (COBA)
Superior Merit Award, SHRM Student Chapter Faculty Co-Advisor
Superior Merit Award, SHRM Student Chapter Faculty Advisor
Advisor of the Year, 4th Annual Club Sports Awards Banquet
Exceptional Volunteer Award, Savannah Area Chapter of SHRM
For work with the Professional Certification Committee, 2010
Virginia Polytechnic Institute and State University: Ph.D., Management 1998
irginia Polytechnic Institute and State University: M.S., Human Resource Management and Labor Relations 1993
Virginia Polytechnic Institute and State University: B.A., Human Resource Management and Labor Relations 1985
Steven A Stewart, Robert C Hoell
Recent studies of entrepreneurial hiring have focused on teams of individuals brought together to form new firms. The literature is scarce on the hiring decision made by sole proprietors to obtain early-stage employees in existing growing firms, yet these firms are great in number and significantly impact the economy. Such hiring decisions will be critical to the growth, and even survival, of such small firms. This paper proposes a model suggesting that an entrepreneur's more central social or role identity influences the hiring decisions for early-stage employees. Utilizing social and role identity theories, this paper suggests how an entrepreneur's most central identity influences how early-stage hiring decisions are made in entrepreneurial small firms. Additionally, it is suggested that the job complexity of new employment positions, and the munificence of the human resources in an environment further moderate the relationship between the sole proprietor's entrepreneurial identity and the hiring decisions they make.
Stuart Crispin, Andrew McAuley, Mark Dibben, Robert C Hoell, Morgan P Miles
This paper reports on a survey of Australasian university entrepreneurship education programs. The survey found a continued interest in entrepreneurship at Australasian universities and that entrepreneurship is typically well supported. In addition, entrepreneurship education in Australasia is very cross-disciplinary in nature with students from engineering, science, arts, agriculture, law, and medicine taking the classes. Two approaches emerged as dominate pedagogies: (1) a traditional processbased approach to teaching; and (2) an experiential approach to coaching the students to “try” some act of entrepreneurship. Topics most frequently taught include (1) foundations of entrepreneurship; (2) business planning; (3) small business management; and (4) entrepreneurial finance. Approaches to teaching varied with lectures, cases, business plans, and guest speakers being typically used. In addition, more trying entrepreneurship—hands on learning—methods such as presentations, role playing, and consulting are being incorporated as important dimensions of university level entrepreneurship.
Robert C Hoell, Alyssa Oravec, Jacqueline F Hoell, Sarah M Greenhalgh
A study was conducted to gauge the extent to which accredited schools of business offered coursework in human resource information systems. The courses were also evaluated to understand the teaching emphasis and methodology, the type of software or other technology used, and whether courses focused on imparting the students with more general or applied knowledge. The results of this study showed a wide range of diversity in terms of teaching methods and topics covered in the courses. Further research is needed to determine the kinds of software taught across Association to Advance Collegiate Schools of Business accredited schools, as well as specifics on course architecture.
Feruzan Irani Williams, Robert C Hoell
We examine the impact of Freeman and Medoffs seminal book What Do Unions Do? on the field of Industrial and Labor Relations, in the 25 years since its publication. While it is widely accepted that this book has had a major impact on its field, we attempt to quantify this by using various bibliometric indicators (e.g., h-index) and descriptive statistics; via a combination of manual literature review and specialized citation software using multiple databases. As expected, our findings quantifiably indicate that What Do Unions Do? has had and continues to have an above average impact on in its field.
Thomas L Case, Robert Hoell
Performance management systems are tools that measure employee performance in terms of meaningful standards and goals, in a manner that aligns individual behaviors and efforts with organizational success. The advantages of employee performance management (EPM) systems are widely recognized today. EPM systems have been implemented by thousands of companies in order to obtain greater strategic value from their human resources (HR) and their HR divisions. As a result, EPM is viewed as a top priority by most HR managers and, according to a report issued by Lawson Software in 2006, is observed as being more important than other HRIS applications including payroll, time and attendance, benefits administration, online recruiting, and regulatory compliance (Business Wire, 2006c). According to a report issued by Forrester, corporate use of electronic performance and talent management systems is growing at a robust rate of 20% (Business Wire, 2006b).