HRM - Note - Tài liệu tham khảo | Đại học Hoa Sen

HRM chapter 1: What is HRM ?
-> Human Resource Management is the process of recruiting, training, appraising and employess Five basic functions: + Planning + Organizing + Staffing +Leading +Controlling
The personnel aspect of management
- Conducting job analyses (determining the nature of each employee’s job)
- Planning labor needs and recruiting job candidates - Selecting job candidates
- Orienting and training new employees
- Training employees, and developing managers
- Managing wages and salaries (compensating employees)
- Providing incentives and benefits - Appraising performance
- Communicating (interviewing, counseling, disciplining)
- Building employee relations and engagement Chapter 4: The basic of Job Analysis ?
->The procedure for determining the duties and skill requirements of a
job and the kind of person who should be hired for it Information: + Human requirement:
• Job-related knowledge and skills Education ➢ Certificates ➢ Work experience ➢ • Personal attributes Aptitudes ➢ Physical characteristics ➢ Personality ➢ Interests ➢ + Job context:
+Information about such matters: • Working conditions • Schedule • Organizational context • Social context +Performance standars:
Information about the job’s performance standards: Quantity levels ➢ Quality levels ➢ + Work activities:
Information about the job’s actual work activities, such as: • Cleaning • Selling • Teaching • Painting
• How, why and when the activities are performed + Skills
Information about skills the job requires: • Sensing • Communicating • Decision making • Writing • Job demands Lifting ➢ Walking long distances ➢
+ Machines, Tools, Equipment, Work Aids • Tools used • Materials processed • Knowledge applied • Services
Method of Collecting job Analysis information + Observation:
▪ Observation may be combined with interviewing ▪ Take complete notes
▪ Talk with the person being observed – explain what is happening and why ▪ Ask questions + Interview( Widely used)
• Individual interviews with each employee
• Group interviews with groups of employees who have the same job
• Supervisor interviews with one or more supervisors who know the job +Participants’ diary: • Time-consuming • Self-reporting
• Remembering what was done earlier
• Can use dictating machines and pagers +Questionnaire:
• Use a specific questionnaire
• Structured or unstructured questionnaires may be used to obtain job analysis information
• List duties in order of importance or frequency of occurrence • Review and verify the data Writing Job Descriptions: 1. Job Identification: • Title
• Fair Labor Standards Act (FLSA) • Date • Approvals • Supervisor’s title • Salary • Grade level 2. Job Summary: • General nature
• Major functions or activities
• Includes general statements 3. Relationships:
4. Responsibilities and Duties: • Examples
Establishes marketing goals to ensure share of market ➢
➢Maintaining balanced and controlled inventories
• Defines the limits of job holder’s authority Purchasing authority ➢ Discipline ➢ Interviewing and hiring ➢ 5. Standards of Performance
Duty: Meeting Daily Production Schedule
• Work group produces no fewer than 426 units per working day
• Next workstation rejects no more than an average of 2% of units
• Weekly overtime does not exceed an average of 5%
6. Working Conditions and Physical Environment Writing Job Specifications
The specification should specify the person’s Skills on the job ❑ Knowledge of and for the job ❑
Length of experience for the job ❑ Attitude for the job ❑ Preferences ❑ Presentability ❑
Job Specifications for Trained and Untrained Personnel Writing Job Specifications
• For trained personnel – focus on traits, such as: Length of previous service ➢ Quality of relevant training ➢ Previous job performance ➢
• For untrained personnel – specify qualities, such as: Physical traits ➢ Personality ➢ Interest ➢ Sensory skills ➢
Specifications Based on Judgment Writing Job Specifications
• Review job’s duties then deducing the human traits and skills the job required
• Using competencies listed on Web-based Job Specifications
Specifications Based on Statistical Analysis
Writing Job Specifications
• Refer to the process of using statistical data and analysis to identify the
key skills, qualifications, and characteristics required for a particular job.
Specifications Based on Statistical Analysis
• This procedure has five steps:
1) Analyze the job, and decide how to measure job performance;
2) Select personal traits that you believe should predict performance;
3) Test candidates for these traits;
4) Measure these candidates’ subsequent job performance;
5) Statistically analyze the relationship between the human trait and job performance
Chapter 5: Personal Planning and Recruiting
Workforce planning: Workforce planning is a process of deciding what
positions the firm will have to fill and how to fill them.
• It’s forecasting and determining the HR needs of organization, then
build the workforce plan to ensure that the organization has enough
workforce to achieve organization’s goals and optimizing labour's cost.
II. IMPORTANT OF WORKFORCE PLANNING
➢ Workforce planning is the first step in the recruiting and selecting
process. It is an important part of a company’s strategic planning process.
In forming Workforce plans, managers need to forecast three factors: ➢
Workforce needs, Supply of internal candidates, Supply of external candidates. • Recruitment
• Reducing non-visible costs.
• Employee career planning and development
• Effectiveness of human resource management programs.
III. Workforce Planning Process
Step 1: Environmental scanning ✓ Step 2: Predicting HR needs ✓ Step 3: Predicting HR supply ✓
Step 4: Balancing HR supply and needs ✓ Forecasting HR needs
• Forecast revenue → estimate the number of persons needed
• Forecasting employee needs: we need to consider the following factors - Products/services - Economy - Technology - Financial sources - Absenteeism/turnover - Development - Management philosophy Forecast Techniques 1. Trend analysis 2. Ratio analysis 3. Scatter plot 4.Computer forecast 5.Managerial judgment
IV. Forecasting the supply of internal candidates
• Determining which current employees may be qualified to fill the openings. • This may look at: - Personnel skills inventory - Personnel replacement charts
- Computerized information systems • Matter of privacy
• Finding internal candidates: using job posting, HR records, and skills inventory.
INTERNAL & OUTSIDES SOURCES OF CANDIDATES
Internal Sources of Candidates Advantages
• Foreknowledge of candidates’ strengths and weaknesses
• More accurate view of candidate’s skills
• Candidates have a stronger commitment to the company • Increases employee morale
• Less training and orientation required Disadvantages
• Failed applicants may become discontent
• Time wasted interviewing inside candidates who will not be considered
• Unable to diversify human resources Finding Internal Candidates Posting open job position Rehiring former employees Succession planning Recruiting via the Internet Advantages
• Cost-effective way to publicize job openings
• More applicants attracted over a longer period
• Immediate applicant responses
• Online prescreening of applicants
• Links to other job search sites
• Automation of applicant tracking and evaluation • Disadvantages
• Exclusion of older and minority workers
• Unqualified applicants overload the system
• Personal information privacy concerns of applicants
Chapter 6: Selecting Employees Types of tests
1. Tests of mental or cognitive abilities
Intelligence Tests - (IQ) Tests ➢
• Tests of general intellectual abilities that measure a range of
abilities, including memory, vocabulary, verbal fluency, and numerical ability Aptitude tests ➢
• Tests that measure specific mental abilities, such as inductive
and deductive reasoning, verbal comprehension, memory, and numerical ability
2. Tests of physical or motor abilities Tests of motor abilities ➢
• Tests that measure motor abilities, such as finger dexterity, manual dexterity, and reaction time Tests of physical abilities ➢
• Tests that measure static strength, dynamic strength, body coordination, and stamina
3. Personality and interests tests
• Tests that use projective techniques and trait inventories to measure basic
aspects of an applicant’s personality, such as introversion, stability, and motivation Disadvantage ➢
• Personality tests — particularly the projective type — are the most
difficult tests to evaluate and use Advantage ➢
• It may be useful for helping employers to predict which candidates will succeed on the job INTERVIEW CANDIDATES What is an interview?
A procedure designed to obtain information from a person through oral responses to oral inquiries. Interview formats Unstructured interview
An unstructured conversational-style interview in which the interviewer
pursues points of interest as they come up in response to questions Structured interview
An interview following a set sequence of questions Types of questions Situational questions: ➢
focus on the candidate’s ability to explain what
his or her behavior would be in a given situation
Eg:“How would you react to a subordinate coming to work late three days in a row?” Behavioral questions: ➢
you ask interviewees how they behaved in the past insome situation
Eg:“Did you ever have a situation in which a subordinate came in late? If
so, how did you handle the situation?
Knowledge and background questions ➢
probe candidates’ job-related knowledge and experience
Eg:“What math courses did you take in college?" Types of interview Individual interview: ➢ Two people meet alone Sequential interview: ➢
Several persons interview the applicant, before a decision is made Panel interview: ➢
An interview in which a group of interviewers questions the applicant
➢ Telephone interview: An interview is made by telephone
Computerized interview: ➢
The applicants answer questions in
response to computerized oral, visual, or written questions or situations.
What are common interviewing mistakes?
How to conduct a more effective interview Structure your interview Prepare for the interview Establish rapport Ask questions Close the interview Review the interview
Chapter 7: Training and Developing Employees
Orientation/onboarding/induction training
• A procedure for providing new employees the basic background
information they need to do their jobs (like computer
passwords, company rules, etc..)
• Ideally, onboarding should start before the employee's first day with a
welcome note, orientation schedule, and instructions on necessary documents
Purposes of employee orientation
• Make the new employee feel welcome at home and part of the team.
• Make sure the new employee has the basic information to function
effectively, such as e-mail access, personnel policies and benefits, and
expectations in terms of work behavior.
• Help the new employee understand the organization in a broad sense (its
past, present, culture, and strategies and vision of the future).
• Start socializing the person into the firm’s culture and ways of doing things. What is training?
• Training is the process of teaching new or current employees the basic
skills they need to perform their jobs
• Training is used to focus mostly on technical skills
• In addition, training is also used to provide soft skills
ADDIE Five-steps Training process ADDIE training process model:
1. Analyze the training need
2. Design the overall training program 3. Develop the course 4. Implement training
5. Evaluate the course’s effectiveness
Overview of the Training process Training need analysis
There are 3 main ways to identify training needs:
Strategic training needs analysis: ➢
Strategic goals (perhaps to enter
new lines of business) often mean the firm will have to fill new jobs.
Strategic training needs analysis identifies the behaviors, skills, and
training that employees will need to fill these new future jobs. Performance analysis: ➢
is the process of verifying that there is a
performance deficiency and determining whether the employer should
correct such deficiencies through training or some other means (like transferring the employee). Task analysis: ➢
assessing new employees’ training needs. It is a
detailed study of the job to determine what specific skills and knowledge the job requires.
Other ways to identify training needs:
• Individual employee daily diaries
• Observations by supervisors or other specialists
• Interviews with the employee or his or her supervisor
• Tests of things like job knowledge, skills, and attendance • Assessment center results Training methods 1. Lectures
• Lecturing is a quick and simple way to present knowledge to large
groups of trainees, as when the sales force needs to learn a new product’s features.
2. Audiovisual-based training
• Film, audiotape, videotape, PowerPoint slides, etc. • Advantages:
- Enable to stop-action, instant replay, fast-slow motion
- Enable to show special event such as tour of a factory, open-heart surgery - Company-wide training • Disadvantage:
- More expensive than lectures 3. Programmed learning
• A systematic method for teaching job skills, involving presenting
questions or facts, allowing learners to respond, and giving them
immediate feedback on the accuracy of their answers. Advantages:
- Allow trainees to learn at their own pace - Provide immediate feedback Disadvantages:
- Not learn much more than from a traditional textbook
- Costly to develop the manuals and software programmed instruction
4. On-the-job training (OJT)
• OJT means a person learns by actually doing it.
• There are several types of OJT:
Coaching by supervisor or experienced worker ➢