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TỔNG HỢP ÔN THI HRM Mục Lục Đề 1
:..........................................................................................................................3
Q1 : De 昀椀 ne Personnel Replacement chart. Give an
example...................................3
Q2 : Explain all types of OJT method for managerial posi 琀椀
ons................................3
Q3 : In your opinion, why don’t many organiza 琀椀 on use “training managers” ?
Instead, they o 昀琀 en men 琀椀 on about “developing managers or management
development”............................................................................................................ 3
Q4 : Situa 琀椀 on “Suppose that a university has 10,000 students and 500
professors; If the university an 琀椀 cipates a student enrollment increase of
1,000 for next year, it would need to hire 50 new professors. This is in addi 琀椀
on to any hiring needed to 昀椀 ll vacancies from exis 琀椀 ng faculty who might
leave in the mean 琀椀 me” . Based on the situa 琀椀 on above, answer 2
following ques 琀椀 ons :...........................................3 Q1 : De 昀椀 ne Paired
comparison method. Give an example.......................................4
Q2 : Explain all types of OJT method for managerial posi 琀椀
ons................................4
Q3 : Based on techniques to train employees, for each of the following positons,
select one technique you think would be most suitable. Explain why you choose
those techniques :.....................................................................................................4
Q4 : Do you think job rota 琀椀 on is a good method to use for developing 1 lOMoARcPSD| 49670689
management trainees? Why or why
not?.................................................................4 Q1 : De 昀椀 ne is performance
appraisal........................................................................5
Q2 : List and explain all steps of training process.....................................................5
Q1: De 昀椀 ne employee orienta 琀椀 on
program...............................................................6 Q2 : List and explain all steps in
job analysis.............................................................6
Q1 : Evaluate the performance appraisal? Management by objec 琀椀 ves method?
What is the impact on mo 琀椀 va 琀椀 ng
employees?........................................................6
Q2 : What is human resource development training? Describe the training process
in the enterprise. Give speci 昀椀 c
examples..................................................................7
Q3 : What is Job Analysis? Products of job analysis and its impact on recruitment
and selec 琀椀 on. Speci 昀椀 c business
Example..................................................................8
Q4 : What is human resource selec 琀椀 on? Enterprise should combine mul 琀椀
plechoice and recruitment interviews for e 昀昀 ec 琀椀 ve selec 琀椀 on. Give
speci 昀椀 c examples.9 Q5 : What is performance evalua 琀椀 on? Why do
businesses o 昀琀 en use the graphical
scale method? Get speci 昀椀 c
exampes........................................................................9
Q6 : Why should we combine training inside and outside the cv? Get speci 昀椀 c examples to
illustrate..............................................................................................10
Q7 : Why is knowing HRM concepts is techniques important to any supervisor/ 2 lOMoARcPSD| 49670689
manager?.................................................................................................................1 0
Q8 : What are the mistakes of HR Dept to avoid. Example....................................10
Q9 : What are the steps in the strategy management process. Example?.............11
Q10 : List 5 ideas that managers can use for individual employee on social
recogni 琀椀 on and related posi 琀椀 ve enforcement. How to design team incen 琀椀 ves with a related.
Example...........................................................................................11
Q11 : Why is recrui 琀椀 ng important? Why do 昀椀 lling open ques 琀椀 ons with inside
candidates have several advantage?......................................................................11
Q12 : What are the ADDIE Five-step training process............................................11
Q13 : De 昀椀 ne talent management explaining why it is important? Providing steps
of the talent manager process. De 昀椀 ni 琀椀 on JA, JD, JS. How could the manager redesign the
job.......................................................................................................12
Q14 : What is reward program? Explaining the importance of total rewards for
improving employee engament?............................................................................12
Q15: list 4 ideas of non-mometary types of awards the managers can use to
reinforce posi 琀椀 vebehaviors of employee. Example objec 琀椀
ve................................13 Q16: List and explain 3 func 琀椀 ons of HR
manager...................................................13
Q17: Summarize the advantages and disadvantages of three ways (downsizing,
hiring freeze, transferring employees) to eliminate a labor surplus......................13
Q18: Summarize the advantages and disadvantages of three ways (hiring new
employees, retraining employees, over 琀椀 me) to eliminate a labor shortage.........13 3 lOMoARcPSD| 49670689
Q19: Discuss the importance of a job analysis, a job descrip 琀椀 on and a job speci 昀椀 ca 琀椀
on.............................................................................................................14
Q20: For each of the following jobs, select one kind of tests you think would be
most important to include in the selec 琀椀 on
process...............................................14 Q21 : De 昀椀 ne Referral and Walk-
ins.........................................................................14
Q22 : List and explain all types of interview (how the company administer the
interviews)...............................................................................................................1 4
Q23: Suppose you are a HR professional at a large retail chain. Think of 2 ques 琀
椀 ons to include in interviews for each of the following jobs..........................15
Q24: De 昀椀 ne employee orienta 琀椀 on
program...........................................................15
Q25: What is appren 琀椀 ceship training
method?......................................................15
Q25.2: Describe and list all steps of behavior modeling.........................................15
Q26: List and explain all methods of collec 琀椀 ng job analysis informa 琀椀 on...............16
Q27: Competency-based job analysis means describing the job in terms of
measurable, observable, behavioral competencies describing the job in terms of
measurable, observable, behavioral competencies (knowledge, skills, and/or
behaviors) that an employee doing that job must exhibit to do the job well........17
Q28: For each of the following jobs, select one kind of tests you think would be
most important to include in the selec 琀椀 on process. Explain why you chose
those tests: city bus, insurance salesperson, and member of a team that sells complex high-tech equipment to
manufacturers..................................................................17 4 lOMoARcPSD| 49670689
Q29: In your opinion, is HE planning important to strategic planning process of a company?
Explain....................................................................................................18
Q30: List and explain all types of interview (how the company administer the
interviews)...............................................................................................................1 8
Q31: Suppose you are a HR professional at a large retail chain. Think of 2 ques 琀
椀 ons to include in interviews for each of the following jobs. For each ques 琀椀
on, state why you think it should be included..............................................18 Q32:
De 昀椀 ne Cri 琀椀 cal incident method. Give an
example.........................................19
Q33: Three methods to improve employee engagement through performance
management in today’s workplace:........................................................................19 CASE
STUDY.............................................................................................................19 Đề 1 :
Q1 : Define Personnel Replacement chart. Give an example.
Q2 : Explain all types of OJT method for managerial positions.
Q3 : In your opinion, why don’t many organization use “training managers” ? Instead,
they often mention about “developing managers or management development”. Q4 :
Situation “Suppose that a university has 10,000 students and 500 professors; If the
university anticipates a student enrollment increase of 1,000 for next year, it would need
to hire 50 new professors. This is in addition to any hiring needed to fill vacancies from
existing faculty who might leave in the meantime” . Based on the situation above, answer 2
following questions : a/ Which technique does company use to estimate the number of
employees needed next year? Explain. b/ Identify ratio and 2 factors to make the ratio. Dịch:
Q1: Xác định biểu đồ thay thế nhân sự. Hãy cho một ví dụ.
Q2: Giải thích tất cả các loại phương pháp OJT cho các vị trí quản lý.
Q3 : Theo bạn, tại sao nhiều tổ chức không sử dụng "quản lý đào tạo"? Thay vào đó, họ
thường đề cập đến việc "phát triển các nhà quản lý hoặc phát triển quản lý".
Q4: Tình huống "Giả sử rằng một trường đại học có 10,000 sinh viên và 500 giáo sư; Nếu
trường đại học dự đoán số lượng sinh viên tuyển sinh sẽ tăng 1,000 cho năm tới, trường sẽ
cần phải thuê 50 giáo sư mới. Điều này bổ sung cho bất kỳ việc tuyển dụng nào cần thiết để
lấp đầy các vị trí tuyển dụng từ các giảng viên hiện tại, những người có thể rời đi trong
thời gian chờ đợi ". Dựa trên tình huống trên, trả lời 2 câu hỏi sau: 5 lOMoARcPSD| 49670689
a) Công ty sử dụng kỹ thuật nào để ước tính số lượng nhân viên cần thiết trong năm tới? Giải thích.
b) Xác định tỷ lệ và 2 yếu tố để lập tỷ lệ. TRẢ LỜI
Q1: Trong giấy đề cương.
Q2 : OJT include : job rotaion / mentoring/ action learning
- Job rotation: move trainee from department to department to understand all part of the companyby actually doing it.
- Mentoring: trainee works directly with senior manager, who is the trainee’s mentor. This
approach help trainee have more chance to learn by relieves some of certain responsibilities.
- Action learning: trainee given released time to work full-time on projects as a member of
the team. They analyze and solve problem in department orther than their own
Q3 : because the term training here means teaching from scratch for managers. this will take a lot
of time. Instead, for developing manager, truly qualified managers will become better, suitable
for the position. From there, the company can save time and evaluate the management's capacity objectively. Q4:
a/ Using ratio between a causal factor and the number of employees needed to achieve that volume.
b/ For every 100 students, they’d need 5 professors. So the factor are student and profressor.
Therefor they need 50 professors for 1000 students. Đề 2 :
Q1 : Define Paired comparison method. Give an example Q2 :
Explain all types of OJT method for managerial positions.
Q3 : Based on techniques to train employees, for each of the following positons, select one
technique you think would be most suitable. Explain why you choose those techniques : -CEO
-Assembly line worker who produces complex high-tech equipment to a manufacturer
Q4 : Do you think job rotation is a good method to use for developing management trainees? Why or why not? Dịch :
Q1: Xác định phương pháp so sánh được ghép nối. Đưa ra một ví dụ
Q2: Giải thích tất cả các loại phương pháp OJT cho các vị trí quản lý.
Q3 : Dựa trên các kỹ thuật để đào tạo nhân viên, đối với mỗi vị trí sau đây, hãy chọn một
kỹ thuật mà bạn nghĩ sẽ phù hợp nhất. Giải thích lý do tại sao bạn chọn những kỹ thuật đó:
-Giám đốc điều hành
-Công nhân dây chuyền lắp ráp sản xuất thiết bị công nghệ cao phức tạp cho nhà sản xuất
Q4: Bạn có nghĩ rằng luân chuyển công việc là một phương pháp tốt để sử dụng để phát
triển thực tập sinh quản lý? Tại sao hay tại sao không? TRẢ LỜI Q1:
Paired Comparison Method is a handy tool for decision making; it rank employees by graphing
all possible pairs of employees for each trait and showing which employee is better in that pair. 6 lOMoARcPSD| 49670689
Ex: If there are 5 employees A-E, A will be compared individually to B, to C and similarly to the
remaining employees. If A is better than be a “+” will be marked against his name, and if he is
not as good as C, a “-“will be marked. The total number of decisions in this case will be 10. The
number of decisions can be calculated by the formula N(N-1)/2, where N represents the total
number of employees being evaluated. In the diagram below employee C has the most “+” and
hence will receive more incentives. Q2: Giống Đề 1 Q3:
CEO: Advertising through professional jounals/ executive recruitment (head-hunter). Because
the company is hiring a specific employee who accquire a high level of expertise at managing
and running all activities and departments of the firm, so that why’s they would use the
headhunting, a service that would scan through the social media, such as Linkedln, Jobsite,…
and recruit a highly skilled employee of other organizations matching requirments of the
company, then Using all the information that the headhunter has gathered, headhunters might
help the hiring company with interviews, salary negotiations to fill the absence position. This
would be a good way to recruit a premium candidates when the company needs fill that high
level position but don’t know how to find and negotiate to the qualified.
Assembly… : walk-ins. The way of walk-ins is a reasonable choice, because the company is
hiring the large number of employees who does not accquire a high level of expertise at
something, so that’s why after seeing the recruitment ads and applying their CV, they can have
an interview immediately and get a job if they meet the basic requirements, which means that
this kind of recruitment allows company to save time for filtering candidates’ information, preparing formal interview.
Q4: Having a job rotation strategy helps employees develop their skills. By learning more skills,
employees will feel more valuable to your business. … Instead of leaving your business for a
new job that helps an employee develop, they can rotate jobs. Moreover, Job rotation teaches
current employees how to do various jobs over time. This method works well for tasks that
require a specific job skill. Once employees have learned different tasks or jobs by rotating
through the organization, it is easy to fill gaps due to absences or vacations. Job rotation also
allows them to work in positions throughout the organization, which leads to create Competitive
Advantage by strengthening their understanding of the business and refining the skills needed to be effective in your position ĐỀ 3 :
Q1 : Define is performance appraisal
Q2 : List and explain all steps of training process
1. Need analysis: identify the specific knowledge and skills the job requires, and compare
these with the prospective trainees’ knowledge and skills.
2. Instructional design: formulate specific, measurable knowledge and performance training
objectives, review possible training program content (including workbooks, exercises,
and activities), and estimate a budget for the training program.
3. Validation: approval of authorized person for training program.
4. Implement the program: by actually training the targeted employee group using methods.
5. Evaluation & follow-up: access the program’s success (or failures) 7 lOMoARcPSD| 49670689 Dịch :
Q1 : Định nghĩa là đánh giá hiệu suất
Q2: Liệt kê và giải thích tất cả các bước của quy trình đào tạo
1. Cần phân tích: xác định kiến thức và kỹ năng cụ thể mà công việc yêu cầu và so
sánh chúng với kiến thức và kỹ năng của học viên tiềm năng.
2. Thiết kế hướng dẫn: xây dựng kiến thức cụ thể, có thể đo lường được và mục tiêu
đào tạo hiệu suất, xem xét nội dung chương trình đào tạo có thể có (bao gồm sách
bài tập, bài tập và hoạt động) và ước tính ngân sách cho chương trình đào tạo.
3. Xác nhận: sự chấp thuận của người được ủy quyền cho chương trình đào tạo.
4. Thực hiện chương trình: bằng cách thực sự đào tạo nhóm nhân viên được nhắm
mục tiêu bằng các phương pháp.
5. Đánh giá &theo dõi: truy cập thành công (hoặc thất bại) của chương trình ĐỀ 4:
Q1: Define employee orientation program
A procedure for providing new employees with basic background information about the company.
Q2 : List and explain all steps in job analysis.
1. Decide how to use the information.
Decide how you’ll use the information because this will determine the data you collect and how you collect them.
2. Review relevant background information. Explain
Review relevant background information such as organization chart and job descriptions.
3. Select representative positions.
There may be too many similar jobs to analyze. As it is unnecessary to analyze the jobs of 200
assembly workers, a sample of 10 jobs is sufficient. 4. Conduct the analysis.
Collect data on job activities, required employees behaviors, working conditions, and human
traits and abilities needed to perform the job.
5. Verify with the worker and supervisor.
Verify the job analysis information with workers doing that job and with their immediate supervisor.
6. Develop a job description and job specification. -Duties -Qualification -Skill -Experience Dịch:
Q1: Xác định chương trình định hướng nhân viên
Một thủ tục cung cấp cho nhân viên mới thông tin cơ bản về công ty.
Q2: Liệt kê và giải thích tất cả các bước trong phân tích công việc.
1. Quyết định cách sử dụng thông tin. Giải thích
2. Xem lại thông tin cơ bản có liên quan. Giải thích 3. Lựa chọn
vị trí đại diện. Giải thích 8 lOMoARcPSD| 49670689
4. Tiến hành phân tích. Giải thích.
5. Xác minh với công nhân và người giám sát. Giải thích
6. Phát triển một mô tả công việc và đặc điểm kỹ thuật công việc. Giải thích.
PHẦN CÂU HỎI NGẪU NHIÊN
Q1 : Evaluate the performance appraisal? Management by objectives method? What is the
impact on motivating employees? Example illustrates a specific business.
Q1 : Đánh giá đánh giá hiệu suất? Quản lý theo phương pháp mục tiêu? Tác động đến việc
thúc đẩy nhân viên là gì? Ví dụ minh họa một doanh nghiệp cụ thể. *Performance appraisal -
Definition: Performance evaluation is a process to establish a shared underabout what is
to be achieve, and an approach to managing and developing people -
Purposes: Planning objectives and targets; Establishing performance standards; Feedback
and review; Take corrective action; Rewards and Recognition
-Important: Is basic for pay and promotion decisions; Plays an integral role in performance
management; Helps in correcting deficiencies and reinforcing good performance; Is useful in career planning * Management by objectives
Raters and employees together determine goals or objectives and a plan of action for achieving
them that the employee is to achieve during the upcoming evaluation cycle. At a scheduled time,
the two participants reconvene and determine whether the goals have been met
The effectiveness of management by objectives (MBO) depends on the skills of supervisors and
subordinates in defining appropriate goals and objectives. Often easy objectives are set .
Sometimes there is an overemphasis on objectives at the expense of specifying how these
objectives are to be obtained.
* Using the management method by goals, managers have learned about what employees work
for, and then will use measures to stimulate employees to work by giving them opportunities to
work . association achieves its objectives. Voluntary work motivation depends on the
employees themselves, workers often actively work enthusiastically when they do not feel any
pressure or pressure at work. Therefore, they will be more productive.
* For example, in MBO of Ecorp company, each employee's monthly goal is 2 million VND, 5
million VND, 7 million VND, each person will have their own goals and there will be one
person to manage these goals of each employee. members and monitor everyone's progress.
The goal setting of each person is that at the beginning of each week, they will meet with the
team and set goals appropriate to the current situation. The update midweek and emplyees meet
with management to find solution that increase the likelihood of that outcome,
Q2 : What is human resource development training? Describe the training process in the
enterprise. Give specific examples.
Q2: Đào tạo phát triển nguồn nhân lực là gì? Mô tả quá trình đào tạo trong doanh nghiệp.
Đưa ra ví dụ cụ thể.
*Human resource development training
*Human resource development training - Definition: 9 lOMoARcPSD| 49670689
Training: the planned and systematic modification of behavior through learning events,
programmes and instruction which enable individuals to achieve the level of knowledge,
skills and competence to carry out their work effectively
Development: the growth or realization of a person’s ability and potential through the
provision of learning and educational experiences
-Purposes: to make maximum use of existing resources and improve the effectiveness of the
organization by helping employees better understand job, better understand their profession
and perform their functions. their abilities and duties more self-consciously, with a better
attitude as well as improving their adaptability to future works. - Reason:
• Meet the needs of WORK, the need for existence and development of the organization
• Meet the training and development needs of employees
• Invest in the future development of the organization, creating a competitive advantagefor the business -Importance:
Minimize the learning cost; Increase productivity => improve performance; Fewer accidents;
Less need for detailed supervision; Flexibility; Recruitment and succession planning; Change
management; Corporate culture; Motivation *The training process in the enterprise:
Step 1: Training need assessment
A training need: the difference between what is currently being done and what needs to done.
Conducting a needs assessment of the skills and knowledge currently required by the position
and those anticipated as necessary for the future = > determine the difference = > Setting training objectives
Training objectives are statements that specify the desired KSAOCs that employees will possess at the end of training
Step 2: Instructional design The curriculum should provide the necessary information and be
developed to maximize the imparting of KSAOCS.
A number of training techniques can be used to facilitate learning.
Informal training, on - the - job, and formal training are the types of training typically used in
most. Other - directed training refers to methods in which one or more trainers assume
responsibility for all instruction processes Step 3: Program implementation
People involved in training & development Barriers to learning Step 4: Training evaluation
About Level; Evaluation type (what is measured); Evaluation description and characteristics;
Examples of evaluation tools and methods
Q3 : What is Job Analysis? Products of job analysis and its impact on recruitment and
selection. Specific business Example.
Q3: Phân tích công việc là gì? Sản phẩm của phân tích công việc và tác động của nó đến
tuyển dụng và lựa chọn. Ví dụ kinh doanh cụ thể. Job analysis
- Defination: A job analysis is a systematic process of collecting data for determining the
knowledge, skills, abilities, and other characteristics (KSAOCs) required to perform a 10 lOMoARcPSD| 49670689
job successfully and make judgments about the nature of a specific job. -Task : denotes
each separate action that each worker must perform - Meaning:
• Each specific job is a part of the organization's activities
• Managers can, manage employees well when they understand the nature of the workthey
assign to employees, determine their expectations for employees, make employees
understand the expectations of employees. That hope => helps managers make human
resource decisions such as recruitment, promotion, remuneration, ..
• employees themselves do well the assigned work when they understand the nature ofthe
work, helping them to know what they have to do? When do they finish the job?
• Human resource management activities are good when there are information
materialswe collect to help the work operate in a strict and reasonable manner.
• Human resource management activities need to have specific and clear documents *Products of Job analysis
Job description: Written summary of a job that identifies the tasks, duties, and responsibilities
=>Job identification. This provides the job titles, reporting relationships, department, and
location. It may also include the job code, pay grade.
=> General summary. This is a brief statement of the general responsibilities and components
that make the job different from others.
=> Essential functions and duties. This lists the essential functions and duties, It identifies the
major tasks, duties, and responsibilities performed.
=> Job specifications. This provides the qualifications needed to perform the job successfully.
Usually the KSAOCs are noted; the education and experience needed; physical requirements and working conditions.
Job specification: Written explanation of the competencies, knowledge, skills, and abilities
(KSAOCs) necessary for effective performance of a given job
* Significance of Job Analysis: Information Collected via Job Analysis: Recruitment and
selection; Risk management; Discovering unassigned duties; Training; Performance appraisal; Compensation
Q4 : What is human resource selection? Enterprise should combine multiple-choice and
recruitment interviews for effective selection. Give specific examples.
Q4: Tuyển chọn nguồn nhân lực là gì? Doanh nghiệp nên kết hợp phỏng vấn trắc nghiệm
và tuyển dụng để tuyển chọn hiệu quả. Đưa ra ví dụ cụ thể.
Selection is the process of evaluating and screening candidates to select members most suitable
In fact, the selection interview often applies a mixed interview method, in which important
questions are designed in advance to unify the criteria for evaluating candidates. At the same
time, in order to deeply evaluate and clarify the differences of each candidate, the employer may
ask some other questions during the interview process depending on the candidate's answer.
tablets for the job required by the organization.
Q5 : What is performance evaluation? Why do businesses often use the graphical scale
method? Get specific exampes. 11 lOMoARcPSD| 49670689
Q5: Đánh giá thực hiện CV là gì? Tại sao các doanh nghiệp thường sử dụng phương pháp
tỷ lệ đồ họa? Nhận các bài kiểm tra cụ thể.
Performance Evaluation is defined as a formal and productive procedure to measure an
employee’s work and results based on their job responsibilities. It is used to gauge the amount of
value added by an employee in terms of increased business revenue, in comparison to industry
standards and overall employee return on investment (ROI).
Why do businesses often use the graphical scale method -
The biggest advantage of the scoring method is that it has a clear structure: The
standardization of goals and scales allows for a clear assessment of employee competence
throughout the enterprise – can be used to compare the performance of all employees. -
Show equality in the evaluation process of all employees: because all employees go
through thesame evaluation process with the same standards, it can be considered as a measure
of employee's work performance. member in Enterprise. -
Simple, easy to understand, easy to use because the standards and scales are very clear,
specificand easy to understand for the evaluator and the assessee, so this is the method
commonly used in businesses. small and medium enterprises.
For example, ecorp company has an excel sheet that evaluates their employees on a monthly
basis with entries for encyclopedic work schedule registration, office duty registration, shift
organization process, work results summary, etc. With this excel scale table, the manager will
arrange the work as well as manage the work of each employee more easily. Statistical results through rating scale faster.
Q6 : Why should we combine training inside and outside the cv? Get specific examples to illustrate
Q6 : Tại sao chúng ta nên kết hợp đào tạo bên trong và bên ngoài cv? Nhận các ví dụ cụ thể để minh họa
On the job training and off site training
When combining 2 training methods, it is both interesting to students and increases their ability
to be active when applying offsite training. Students will have more practice, feel the reality,
easily absorb the lesson than learning the usual theory.
For example, at edutalk, when employees receive basic training in theory, they will immediately practice it.
Q7 : Why is knowing HRM concepts is techniques important to any supervisor/ manager?
Q7: Tại sao biết các khái niệm HRM là kỹ thuật quan trọng đối với bất kỳ người giám sát / quản lý nào?
-Helps bridge the gap between employees’ performance and the organization’s strategic objectives.
-Is concerned with the employees engaged at all levels of an organization.
-Ensures that every employee makes his maximum contribution to the achievement of businessgoal
-Has an effect on the business results, competitive advantages and the most
important isorganization and discipline of the business
-Plays an important role in a company, the reason is because they are part of stages of
selectingright people which company needs, training and developing them at the same time to
raise theirstrong point, decrease their weakness. 12 lOMoARcPSD| 49670689
-Rewards right people for their contribution, and be sympathetic to others, resolve conflictsbetween people
Q8 : What are the mistakes of HR Dept to avoid. Example.
Q8: Những sai lầm của Phòng Nhân sự cần tránh là gì. Ví dụ.
-HR Manager select wrong employee to work as a part of company
-HRM leader sometimes use their power to control too much on the
-Employments, not let them have free space -Unfair, unloyal
-Become friends with employees, keep a distance
Q9 : What are the steps in the strategy management process. Example?
Q9: Các bước trong quy trình quản lý chiến lược là gì. Ví dụ?
Step 1: define the current business
2: Perform external and internal audits 3: Formulate a new direction
4: Translate the mission into strategic goals
5: Formulate strategy to achieve the strategic goals 6: Implement the strategies 7: Evaluate performance
Q10 : List 5 ideas that managers can use for individual employee on social recognition and
related positive enforcement. How to design team incentives with a related. Example Q10:
Liệt kê 5 ý tưởng mà các nhà quản lý có thể sử dụng cho từng nhân viên về công nhận xã
hội và thực thi tích cực liên quan. Làm thế nào để thiết kế các ưu đãi của nhóm với một liên quan. Ví dụ
- Challenging work assignments
-Freedom to choose own work activity
-Being allowed to set own goals -Having fun built into work -More of preferred task
-Expression of appreciation in front of others
-Role as boss’s stand-in when he or she is away -Note of thanks
-Role in presentations to top management -Employee-of-the-month award
Q11 : Why is recruiting important? Why do filling open questions with inside candidates
have several advantage?
Q11: Tại sao tuyển dụng lại quan trọng? Tại sao việc lấp đầy các câu hỏi mở với các ứng
viên bên trong có một số lợi thế?
-Job postings are the most typical way to source internal candidates.
-Job posting is publicizing an open job to employees (often by literally posting it on
bulletinboards) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.
-Qualification skills inventories may reveal employees who have potential for further training,or
who have the right background for the open job. 13 lOMoARcPSD| 49670689
-Examining personnel records is also another way to source candidate
Q12 : What are the ADDIE Five-step training process Analyze the training need
-Design the overall training program -Develop the course
-Implement training by targeting employee groups using methods
Evaluate the course’s effectiveness - 5ways to motivate employees:
+ Make the Learning Meaningful:
- At the start of training, provide a bird’s eye view of the material that you are going to
present.For example, show why it’s important, and provide an overview.
- Use terms and concepts that are already familiar to trainees with familiar example. + Reinforce the Learning :
- Trainees learn best when the trainers immediately reinforce correct responses, perhaps with aquick “well done.”
The learning curve goes down late in the day. Partial-day training is generally superior to fullday training.
- Provide follow-up assignments at the close of training, so trainees are reinforced by having
toapply back on the job what they’ve learned.
- Trainees learn best at their own pace. If possible, let them pace themselves. - Goal setting
Q13 : Define talent management explaining why it is important? Providing steps of the
talent manager process. Definition JA, JD, JS. How could the manager redesign the job.
Q13: Định nghĩa quản lý nhân tài giải thích lý do tại sao nó lại quan trọng? Cung cấp các
bước của quy trình quản lý nhân tài. Định nghĩa JA, JD, JS. Làm thế nào người quản lý có
thể thiết kế lại công việc.
Talent management is the goal-oriented and integrated process of planning,
recruiting,developing, managing, and compensating employees. Talent management is the main
functionof HRM and without effective talent management, an organization will not sustain.
+Identify a business process to be redesigned
+Measure performance of the existing processes
+Identify opportunities to improve these processes
+Redesign and implement a new way of doing the work
+Assign ownership of sets of formerly separate tasks to an individual or a team who
usecomputers to support the new arrangement -
Job Analysis is the procedure for determining the duties and skill requirements of a job
and thekind of person who should be hired for it -
Job Descriptions are a list of a job’s duties, responsibilities, reporting relationships,
workingconditions, and supervisory responsibilities
-Job Specifications are a list of a job’s “human requirements,” that is, the requisite
education,skills, personality, … Job Redesign 1.
Job enlargement means assigning workers additional, same-level activities,
more dutieswithin the job position a sense of pride that his/her responsibilities have increased. 14 lOMoARcPSD| 49670689 2.
Job rotation is systematically moving workers from one job to another help add or build on toemployee competencies 3.
Job enrichment is redesigning jobs in a way that increases the opportunities for the
worker toexperience feelings of responsibility, achievement, growth, and recognition
Q14 : What is reward program? Explaining the importance of total rewards for improving employee engament?
Q14: Chương trình khen thưởng là gì? Giải thích tầm quan trọng của tổng phần thưởng để
cải thiện sự tham gia của nhân viên?
-A rewards program is when a company gives out incentives in order to encourage a particular
behavior. This is a marketing strategy that allows companies to promote brand loyalty,while
allowing the consumer to think he is getting something for free.
-Total Reward Programs encompasses not only compensation and benefits but also personaland
professional growth opportunities and a motivating work environment
Total Rewards and Employee Engagement
-Recognition, the nature of the job/quality of work, career development opportunities
-Good relationships with managers and colleagues, organizational justice, trust in employees
-Feeling of being valued and involved, opportunities for promotion, a great work climate
-Recognition programs, redesigned jobs, telecommuting programs
-Health and well-being programs, training and career development
Q15: list 4 ideas of non-mometary types of awards the managers can use to reinforce
positivebehaviors of employee. Example objective (Cùng câu vs câu 10)
Q15: liệt kê 4 ý tưởng về các loại giải thưởng phi kim loại mà các nhà quản lý có thể sử
dụng để củng cố hành vi tích cực của nhân viên. Example objective (Cùng câu vs câu 10)
Q16: List and explain 3 functions of HR manager
Q16: Liệt kê và giải thích 3 chức năng của giám đốc nhân sự Line function:
+ Direct activities in own department and in service – related areas (e.g., cafeteria)
+ Have staff authority over other departments in employment – related issues.
• Coordination function:
+ Coordinates HR activities and HR – related issues.
+ (e.g., health and safety practices).
• Staff function: Advise and assist CEO and other managers to understand HR issues (e.g.,
hiring employee, comply with safety rules).
Q17: Summarize the advantages and disadvantages of three ways (downsizing, hiring
freeze, transferring employees) to eliminate a labor surplus
Q 17: Tóm tắt ưu điểm và nhược điểm của ba cách (cắt giảm quy mô, đóng băng tuyển
dụng, thuyên chuyển nhân viên) để loại bỏ tình trạng dư thừa lao động Advantages Disadvantages 15 lOMoARcPSD| 49670689 Downsizing
-Downsizing to eliminate employees with
- Downsizing can actually increase
outdated skills, which may not be helpful in the
bankruptcy through reduced productivity, direction of the future.
customer satisfaction and employee morale. -Reduce costs. Hiring freeze
-Hiring freeze allows companies to reduce or
-Hiring freeze can put pressure on current
eliminate unnecessary positions.
employees, as individuals leaving the
-Unifying workers to create greater efficiency in
company for reasons such as retirement and
producing essential goods and services for their
maternity leave,… may not be able to find customers. one to replace. Transferring
- Opportunity to promote youself.
- It takes time and effort to adapt to a new employees environment.
Q18: Summarize the advantages and disadvantages of three ways (hiring new employees,
retraining employees, overtime) to eliminate a labor shortage
Tóm tắt ưu và nhược điểm của ba cách (thuê nhân viên mới, đào tạo lại nhân viên, làm
thêm giờ) để loại bỏ tình trạng thiếu lao động Advantages Disadvantages Hiring new -Low salary. -Do not have any experience. employees -Enthusiasm Retraining -Reduce costs.
-The organizational process is not employees
-Improve labor productivity and methodical and professional production and business
-There is no suitable training method efficiency. Overtime -Earn revenue for company. -Tired and stress at work. - Health problem.
Q19: Discuss the importance of a job analysis, a job description and a job specification
Q19: Thảo luận về tầm quan trọng của phân tích công việc, mô tả công việc và đặc tả công việc Job Analysis
- Recruitment and Selection: job analysis provides information about what the job is about
and what human characteristics are required to perform these activities.
- Compensation: job analysis information is useful for estimating the value of each job and its appropriate compensation.
- Training: the job description lists the duties of the job and the required skills – and
therefore the training that the job needs.
- Managers use job analysis to find out what these duties and performance standards are.
Job description is used to write a job specification that lists the knowledge, abilities, and skills needed to do the job
Job specifications answers the question, “What human traits and experience are required
to do this job?” It shows what kind of person to recruit and for what qualities that person should be tested. 16 lOMoARcPSD| 49670689
Q20: For each of the following jobs, select one kind of tests you think would be most
important to include in the selection process. Explain why you chose those tests: city bus,
insurance salesperson, and member of a team that sells complex high-tech equipment to manufacturers
Q20: Đối với mỗi công việc sau đây, hãy chọn một loại bài kiểm tra mà bạn nghĩ là quan
trọng nhất để đưa vào quá trình lựa chọn. Giải thích lý do bạn chọn các bài kiểm tra đó:
xe buýt nội thành, nhân viên bán bảo hiểm và thành viên của nhóm bán thiết bị công
nghệ cao phức tạp cho các nhà sản xuất - City Bus driver:
Psychomotor or skills tests: They are those, which measure a person’s ability to do a specific job.
Such tests are conducted in respect of semi- skilled and repetitive jobs. This would help to know
the ability of a city bus driver in driving a bus. - Insurance Sales person:
Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. Such tests indicate which occupations are more in line with a person’s interest. It is
very important to know the interest level of a sales person doing a sales job.
- Member of a team that sells complex high-tech equipment to manufacturers:
Knowledge test: Verify their knowledge is suitable for the job. Advise the right equipment for
the manufacturer’s requirements. Q21 : Define Referral and Walk-ins
Q21: Xác định giới thiệu và lượt tham gia
Referral: The company announces job vacancies in its newsletter, notice board, or intranet.
Current employees can provide accurate information about the applicants they are referring. Cash
rewards may be offered to successful referrals.
Walk-ins (direct applicants made at the office) is a good source of hourly – paid workers.
Q22 : List and explain all types of interview (how the company administer the interviews)
Q22: Liệt kê và giải thích tất cả các hình thức phỏng vấn (cách công ty tổ chức các cuộc phỏng vấn)
• Individual interview:
- Two people meet alone. Allowing interviewer to get up close and personal with each
candidate while keeping an eye on their body language is far more effective.
- (one interviewer will ask one interviewee to obtain the information)
• Sequential interview: Several persons interview the applicant, before a decision is made.
Panel interview: An interview in which a group of interviewers questions the applicants.
• Telephone interview: An interview is made by telephone. They can focus on substantive
answers without worrying about things like clothing and handshakes.
• Computerized interview: The applicants answer questions in response to computerized
oral, visual, or written questions or situations. 17 lOMoARcPSD| 49670689
Q23: Suppose you are a HR professional at a large retail chain. Think of 2 questions to
include in interviews for each of the following jobs. For each question, state why you think it should be included
Q23: Giả sử bạn là chuyên viên nhân sự tại một chuỗi bán lẻ lớn. Hãy nghĩ đến 2 câu hỏi để
đưa vào các cuộc phỏng vấn cho mỗi công việc sau đây. Đối với mỗi câu hỏi, hãy nêu lý do
tại sao bạn nghĩ nó nên được đưa vào
• A cashier at one of the company’s stores
• Accounts payable clerk at company headquarters
A cashier at once of the company’s stores:
Question 01: Have you ever worked as a cashier before? – If the candidates had worked already,
you wouldn’t have trained the candidates.
Question 02: Can you do the math quickly? - See if candidates are flexible with numbers
Accounts payable clerk at company headquarters:
Question 01: Do you know any program for accounting? – Knowledge background of the candidates.
Question 02: Are you worried if you do your balance sheet wrong? – If the candidates say yes,
they do not suit for the job because accountant does not allow to do wrong simple work.
Q24: Define employee orientation program
Q24: Xác định chương trình định hướng nhân viên
A procedure for providing new employees with basic background information about the company
Q25: What is apprenticeship training method?
Q25: Phương pháp đào tạo học nghề là gì?
A structured process by which people become skilled workers through a combination of
classroom instruction and on-the-job training.
Q25.2: Describe and list all steps of behavior modeling
Q25.2: Mô tả và liệt kê tất cả các bước của mô hình hành vi
A training technique in which trainees are first shown good management techniques in a film, are
asked to play roles in a simulayed situation, and are then given feedback and priase by their supervisor
- Step 1: Modeling: showing trainees the right (or “model”) way of doing something
- Step 2: Role playing: having trainees practice that way
- Step 3: Social reinforcement: giving feedback on the trainees’ performance
- Step 4: Transfer of learning: encouraging trainees apply their skills on the job
Q26: List and explain all methods of collecting job analysis information.
Q26: Liệt kê và giải thích tất cả các phương pháp thu thập thông tin phân tích công việc. •
Observation: direct observation is useful when jobs consist mainly of observable activities
assembly-line worker and accounting clerk are example. On the other hand, observation is
not appropriate when the job involves a lot of mental activity (lawyer). • Advantages 18 lOMoARcPSD| 49670689
➢ Provides first-hand information
➢ Reduces distortion of information • Disadvantages ➢ Time consuming
➢ Reactivity response distorts employee behavior
➢ Difficulty in capturing entire job cycle
➢ Of little use if job involves a high level of mental activity (lawyer, design engineer) •
Interview: There are three types of interviews are used to collect job analysis data:
- 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.
The interview is the most widely used method. It is simple and quick way to collect information,
including information that may never appear on a written form. • Advantages
➢ Quick, direct way to find overlooked information • Disadvantage ➢ Distorted information • Interview Formats ➢ Structured (Checklist) ➢ Unstructured •
Participants’ diary: another method is to ask workers to keep a diary or a list of what they
do during the day. For every activity they do, the employees record the activity (along with the time) in a diary. • Advantages
➢ Produces a more complete picture of the job ➢ Employee participation • Disadvantages
➢ Distortion of information (exaggerating some activities and underplay others)
➢ Depends upon employees to accurately recall their activities •
Questionnaire: employee may be asked to fill out questionnaires to describe duties and
responsibilities. A typical job analysis questionnaire may have open-ended questions as well as structured questions. • Questionnaire Formats ➢ Structured checklists
➢ Open-ended questions (Describe the major duties of your job) • Advantages
➢ Quick and efficient way to gather information from large numbers of employees • Disadvantages
➢ Expense and time consumed in preparing and testing the questionnaire 19 lOMoARcPSD| 49670689
Q27: Competency-based job analysis means describing the job in terms of measurable,
observable, behavioral competencies describing the job in terms of measurable, observable,
behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that
job must exhibit to do the job well.
Q27: Phân tích công việc dựa trên năng lực có nghĩa là mô tả công việc dưới dạng năng lực
hành vi có thể đo lường, quan sát được, mô tả công việc dưới dạng năng lực hành vi có thể
đo lường, quan sát được (kiến thức, kỹ năng và / hoặc hành vi) mà một nhân viên làm công
việc đó phải thể hiện để làm tốt công việc.
-Job rotation is a practice where an employer moves employees to a new role that is equal to their
previous role, either on an ongoing basis or for a set period
Example: Because the Unilever Marketing Department has offices all over the world where they
interact with a variety of clients, they developed a job rotation program that allows staff to work
in a different area for two years.
-Job enlargement is the addition of new activities to an existing function at the same level. This
suggests that a person's current employment will include more and varied activities.
Example: The salesperson who is responsible for merely making sales and is now required to
collect payment as well as deliver the order as part of his job extension.
-Job enrichment is a process that is characterized by adding dimensions to existing jobs to make them more motivating.
Example: An employee can see that doing a maintenance on a machine once a week instead of
once a month makes it work better.
Q28: For each of the following jobs, select one kind of tests you think would be most
important to include in the selection process. Explain why you chose those tests: city bus,
insurance salesperson, and member of a team that sells complex high-tech equipment to manufacturers.
Q28: Đối với mỗi công việc sau đây, hãy chọn một loại bài kiểm tra mà bạn nghĩ là quan
trọng nhất để đưa vào quá trình lựa chọn. Giải thích lý do bạn chọn các bài kiểm tra đó: xe
buýt nội thành, nhân viên bán bảo hiểm và thành viên của nhóm bán thiết bị công nghệ cao
phức tạp cho các nhà sản xuất. - City Bus driver:
Psychomotor or skills tests: They are those, which measure a person’s ability to do a specific job.
Such tests are conducted in respect of semi- skilled and repetitive jobs. This would help to know
the ability of a city bus driver in driving a bus. - Insurance Sales person:
Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations,
hobbies, etc. Such tests indicate which occupations are more in line with a person’s interest. It is
very important to know the interest level of a sales person doing a sales job.
- Member of a team that sells complex high-tech equipment to manufacturers:
Knowledge test: Verify their knowledge is suitable for the job. Advise the right equipment for
the manufacturer’s requirements. 20