HRM TỰ LUẬN
HRM TỰ LUẬN
1) Why is human resource management important to all managers? What is the role of line
managers in human resource management?
- Human resource management is important to all managers because
To improve
Profits and
Performance:
Similarly, effective
human resource
management can
help ensure that
you
get results through
people. Remember
that you can do
everything else
right as a
manager play
brilliant plans, draw
clear organization
charts, set up
world-class
assembly lines, and
use sophisticated
accounting controls
but still fail, by
hiring
the wrong people
or by not motivating
subordinates. On
the other hand,
many
managers
presidents,
generals,
governors,
supervisors have
been successful
even
with inadequate
plans,
organizations, or
controls. They were
successful because
they had the knack
of hiring the right
people for the right
jobs and motivating,
appraising, and
developing them.
You may spend
some time as HR
managers.
You may well make
a planned (or
unplanned)
stopover as a
human resource
manager. Reasons
given include the
fact that these
people may give the
firms HR
efforts a more
strategic emphasis,
and the possibility
that they re
sometimes better
equipped to
integrate the firms
human resource
efforts with the rest
of the business
HR FOR
ENTREPRENEURS:
You may end up as
your own HR
manager. Especially
if you are managing
your own small firm
with no human
resource manager,
you ll have to
understand
the nuts and bolts
of human resource
management.
Avoid personnel mistakes
First, having a command of this knowledge will help you avoid the sorts of personnel mistakes you
don't want to make while managing. For example, no manager wants to:
- Hire the wrong person for the job
- Experience high turnover
- Have your people not doing their best
- Waste time with useless interviews
- Have your company taken to court because of your discriminatory actions
- Have your company cited under federal occupational safety laws for unsafe practices
- Have some employees think their salaries are unfair relative to others in the organization
- Allow a lack of training to undermine your department's effectiveness
- Commit any unfair labor practices
To improve Profits and Performance:
Effective human resource management is key to achieving results through people. Even with excellent
plans, structures, and systems, a manager can fail by hiring the wrong people or failing to motivate
them. Conversely, many leaders succeed despite weak plans or controls because they know how to hire,
motivate, evaluate, and develop the right people.
You may spend some time as HR managers.
You may well make a planned (or unplanned) stopover as a human resource manager. Reasons given
include the fact that these people may give the firms HR efforts a more strategic emphasis, and the
possibility that they re sometimes better equipped to integrate the firms human resource efforts with
the rest of the business
HR FOR ENTREPRENEURS:
You may end up as your own HR manager. Especially if you are managing your own small firm with no
human resource manager, you ll have to understand the nuts and bolts of human resource managemen
In short, while HR professionals design policies and systems, line managers bring HRM to life through
daily interactions with employees. Therefore, having a solid understanding of HRM principles is crucial
for any manager who wants to lead effectively and contribute to the organization's success.
2) What is human resource management? What competencies are necessary for HR managers
to succeed in today's business environment? Explain your answer in a brief essay.
3) Explain the difference between line authority and staff authority. What type of authority
do human resource managers usually have?
Line Authority Staff Authority
(cơ quan quản lý đường dây) (cơ quan nhân viên)
Def Refers to the direct chain of Refers to the advisory and support
command within an organization. role within an organization.
Individuals with line authority have Individuals with staff authority
the power to make decisions and provide specialized expertise,
give orders down the chain of advice, and support to line
command. This authority is directly managers. They do not have the
related to the core functions of the power to make decisions that
organization and impacts the directly impact the core functions
production and delivery of its goods of the organization but support the
or services. decision-making process.
Characteristics - Direct Control: Line managers have - Advisory Role: Staff managers
direct control over their subordinates offer recommendations, advice,
and are responsible for achieving the and support to help line managers
organization’s primary objectives. make informed decisions.
- Decision-Making Power: They - Specialized Expertise: They
make critical decisions related to the possess specialized knowledge and
organization’s operations, such as skills in specific areas such as
production targets, sales strategies, human resources, finance, legal, or
and performance management. IT.
- Vertical Structure: Line authority - Horizontal Structure: Staff
follows a vertical hierarchy, where authority operates in a more
commands flow from top horizontal structure, providing
support across various
management to lower levels of the
departments and functions.
organization.
Example: A financial analyst who
Example: A production manager in a
advises department heads on
manufacturing company who
budgetary matters and financial
oversees the production process and
ensures that targets are met is an planning is an example of staff
example of a line authority. authority.
Conclusion
Understanding the distinction between line authority and staff authority is essential for
effective organizational management. Line authority involves direct control and decision-
making in core operations, while staff authority provides specialized support and advice to
enhance decision-making processes. Human resource managers typically have staff authority,
enabling them to support and advise line managers on HR-related matters, contributing to the
overall effectiveness and success of the organization. By leveraging their expertise, HR
managers play a pivotal role in shaping a positive work environment and ensuring that the
organization’s human capital is effectively managed.
4) What are the differences between internal and external sources of candidates? Which one
do you recommend to recruit the HR Manager position?
For the position of HR Manager, the choice between internal and external recruitment should
be based on several factors:
Organizational Needs and Culture: Given the critical role of the HR Manager in shaping
and managing organizational culture and policies, an internal candidate might be
advantageous. Internal candidates are already familiar with the company’s culture,
existing policies, and employee dynamics. They can seamlessly transition into the role
with minimal disruption.
Skill Requirements and Experience: If the organization requires specialized skills or a
fresh perspective that is not available internally, external recruitment might be more
suitable. An external candidate could bring new ideas and approaches that could
enhance the HR function.
Availability of Internal Candidates: If there is a qualified internal candidate who has
demonstrated leadership capabilities and a strong understanding of HR practices,
promoting from within could be a cost-effective and motivating choice.
Recommendation: For a strategic and pivotal role like an HR Manager, I recommend evaluating
both internal and external candidates. If a highly qualified internal candidate with a strong
understanding of the organization and proven performance is available, promoting from within
could be beneficial. However, if the internal pool does not meet the skill requirements or if the
organization is seeking innovative approaches to HR management, external recruitment should
be considered to bring in fresh perspectives and specialized expertise.
This balanced approach ensures that the decision aligns with the organization’s strategic goals
and the specific needs of the HR function.
2. Design
Purpose: The Design phase involves creating a detailed plan for the training program.
This includes outlining the structure, content, and delivery methods.
Activities:
Curriculum Design: Developing a curriculum that outlines the topics and
modules to be covered.
Instructional Strategies: Selecting the appropriate instructional strategies and
methods, such as lectures, hands-on activities, group discussions, and e-learning.
Assessment Methods: Designing assessments to measure learners' progress and
the effectiveness of the training program.
3. Development
Purpose: The Development phase involves creating and assembling the training
materials and resources based on the design plan.
Activities:
Content Creation: Developing the training content, including writing materials,
creating presentations, and producing multimedia elements.
Production: Assembling the training materials into a cohesive format, such as
handbooks, online courses, and interactive modules.
Review and Testing: Reviewing the materials for accuracy and effectiveness, and
testing them with a small group of learners to gather feedback.
4. Implementation
Purpose: The Implementation phase involves delivering the training program to the
learners.
Activities:
Logistics Planning: Organizing the logistics for training delivery, such as
scheduling sessions, booking venues, and arranging equipment.
Facilitator Preparation: Preparing trainers or facilitators to deliver the training,
including providing them with necessary materials and instructions.
Delivery: Conducting the training sessions and ensuring that learners are
engaged and actively participating.
5. Evaluation
Purpose: The Evaluation phase involves assessing the effectiveness of the training
program and determining whether it met its objectives.
Activities:
Formative Evaluation: Conducting evaluations during the training to provide
immediate feedback and make adjustments as needed.
Summative Evaluation: Conducting evaluations after the training to measure its
overall impact and effectiveness.
Feedback Analysis: Analyzing feedback from learners and trainers to identify
strengths and areas for improvement.
Outcome Measurement: Measuring the outcomes of the training, such as
improved performance, increased knowledge, and return on investment.
Conclusion
The ADDIE process is a structured method for designing effective training programs aligned
with organizational goals. Each phase—Analysis, Design, Development, Implementation, and
Evaluation—ensures success. The Analysis phase is key, helping HR managers identify training
needs and set clear objectives, forming a solid foundation for the rest. This approach boosts
employee performance and supports organizational growth.
6) What is the purpose of employee orientation? What role does training play in employee
orientation?
- Purpose of Employee Orientation: Employee orientation serves several purposes, including:
Introduction to the Organization: It familiarizes new employees with the company's
mission, values, culture, and history.
Job Familiarization: It helps employees understand their roles, responsibilities, and
expectations within the organization.
Integration: It facilitates the integration of new employees into the company, its teams,
and its work environment.
Legal and Policy Compliance: It ensures that new employees understand company
policies, procedures, and legal requirements.
Relationship Building: It provides an opportunity for new employees to meet
colleagues, supervisors, and other key personnel.
7) What is off-the-job training? What types of off-the-job training methods are most
frequently used by employers?
Off-the-job training refers to training that takes place outside the usual work environment. It
allows employees to focus on learning and development without the distractions and demands
of their day-to-day responsibilities. This type of training can be conducted in various settings,
such as training centers, educational institutions, or through online platforms. The primary goal
of off-the-job training is to enhance employees' capabilities, improve performance, and prepare
them for future roles within the organization.
Conclusion
Off-the-job training is a vital strategy for developing employees' skills and competencies outside
their immediate work environment. Methods such as classroom-based training, workshops and
seminars, simulations and role-playing, e-learning, and case studies are frequently used by
employers to enhance learning and development. Each method offers unique advantages,
catering to different learning styles and training needs. By effectively leveraging these off-the-
job training methods, organizations can foster a culture of continuous improvement and
prepare their workforce for future challenges, ultimately driving organizational success
8) What is on-the-job training? What types of on-the-job training methods are most
frequently used by employers?
On-the-job training (OJT) is a hands-on method of teaching the skills, knowledge, and
competencies needed for employees to perform a specific job within the actual work
environment. Unlike off-the-job training, which takes place away from the workplace, OJT
allows employees to learn by doing, often under the guidance of experienced supervisors or
colleagues. This method is practical and directly applicable, as it provides real-world experience
and immediate feedback.
Conclusion
On-the-job training (OJT) is an effective and practical approach to employee development,
providing real-world experience and immediate feedback. Methods such as job rotation,
apprenticeships, coaching and mentoring, instructional training, and job shadowing are
frequently used by employers to enhance employee skills and performance. Each method offers
unique benefits, catering to different training needs and organizational goals. By leveraging
these OJT methods, HR managers can create a dynamic and skilled workforce, ultimately
contributing to organizational success.
9) What is the difference between a task analysis and a performance analysis? What is the
purpose of each in regards to training?
10) Explain the equity theory of motivation. What are the four forms of equity?
The equity theory of motivation postulates that people are strongly motivated to maintain a
balance between what they perceive as their contributions and their rewards. Equity theory
states that if a person perceives an inequity, a tension or drive will develop in the person s
mind, and the person will be motivated to reduce or eliminate the tension and perceived
inequity
Managers should address four forms of equity: external, internal, individual, and procedural
External equity refers to how a job s pay rate in one company compares to the job s pay
rate in other companies.
Internal equity refers to how fair the job s pay rate is when compared to other jobs
within the same company (for instance, is the sales manager s pay fair, when compared
to what the production manager is earning?).
Individual equity refers to the fairness of an individual s pay as compared with what his
or her coworkers are earning for the same or very similar jobs within the company,
based on each individual s performance.
Procedural equity refers to the perceived fairness of the processes and procedures used
to make decisions regarding the allocation of pay
11) What is MBO method? Propose at least 5 KPIs for a position of recruiters. Present in table
format
Definition: Management by Objectives (MBO) is a performance management process where
managers and employees set specific, measurable goals together. The process involves
defining objectives, agreeing on performance standards, and evaluating the employee’s
performance based on their ability to achieve these objectives. It emphasizes alignment
between individual performance and organizational goals, fostering clarity, accountability, and
motivation.
Explanation of KPIs:
1. Time to Fill: Measures the efficiency of the recruitment process and can help identify
bottlenecks or areas needing improvement.
2. Cost per Hire: Assesses the financial efficiency of the recruitment process and helps in
budgeting and cost management.
3. Quality of Hire: Evaluates the effectiveness of the recruiter in selecting candidates who
perform well and stay with the organization.
4. Candidate Satisfaction: Gauges the candidate experience and can provide insights into
how to improve the recruitment process.
5. Offer Acceptance Rate: Indicates how successful the recruiter is at persuading
candidates to accept job offers, reflecting both the appeal of the offer and the
recruiter’s negotiation skills.
These KPIs, when tracked and analyzed, can help ensure that recruiters are meeting their
objectives and contributing to the organization’s overall success.
12) What are the two primary ways to make direct financial payments to employees? How
does compensation (đãi ngộ) for managers or professionals differ from compensation for
clerical (nhân viên) or production workers at a firm?
There are two primary ways to make direct financial payments to employees: Time-based pay
is still the foundation of most employers pay plans. Time-based pay compensates employees
based on the number of hours or days worked, such as hourly wages or monthly salaries. In
contrast, performance-based pay rewards employees based on their output or results, such as
commissions, bonuses, or piece-rate payments.
Developing compensation plans for managers or professionals is similar in many respects to
developing plans for any employee. The basic aim is the same: to attract and keep good
employees. Managerial jobs tend to stress harder to quantify factors like judgment and
problem solving more than do production and clerical jobs. There is also more emphasis on
paying managers and professionals based on results—based on their performance or on what
they can do—rather than on the basis of static job demands like working conditions. So, job
evaluation, although still important, usually plays a secondary role to non-salary issues like
bonuses, incentives, market rates, and benefits.
13) Identify common benefits for employees. Propose benefit packages for female managers.
Competency-based pay means paying the employee for the skills and knowledge he or she is
capable of using rather than for the responsibilities or title of the job currently held
Differences:
Traditional job based pay ties the worker s pay to the worth of the job based on the job
description and duties. Pay is job oriented.
Competency-based pay ties the worker s pay to his or her competencies pay is person
oriented. Employees are paid based on what they know or can do even if (at the
moment), they don’t have to do it.
I would choose competency-based pay because the following:
First, paying for competencies enables the company to encourage employees to develop
the competencies the company requires to achieve its strategic aims. For example,
Canon Corp. needs competencies in miniaturization and precision manufacturing to
design and produce its cameras and copiers. It thus makes sense for Canon to pay
employees based on the skills and knowledge they develop in these two strategically
crucial areas.
Second, paying for measurable competencies provides a focus for the employer's talent
management process. Thus at Canon, hiring, training, appraising, and rewards all focus
on the competencies of miniaturization and precision manufacturing competencies
Third, traditional pay plans may hinder high-performance work systems, which aim to
foster self-motivated employees. These systems promote teamwork, job rotation, and
employee responsibility. However, rigid job classifications tied to pay can limit flexibility
and reduce workers’ motivation to learn and adapt, going against the system’s goals .