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HRM TỰ LUẬN

The document discusses the importance of human resource management (HRM) for all managers, emphasizing that effective HRM improves organizational performance through proper hiring and motivation. It outlines the roles of line managers in implementing HRM practices and details the competencies necessary for HR managers, such as strategic thinking and communication skills. Additionally, it explains the differences between line and staff authority, the advantages and disadvantages of internal versus external recruitment, and provides an overview of the ADDIE training process.

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0% found this document useful (0 votes)
9 views22 pages

HRM TỰ LUẬN

The document discusses the importance of human resource management (HRM) for all managers, emphasizing that effective HRM improves organizational performance through proper hiring and motivation. It outlines the roles of line managers in implementing HRM practices and details the competencies necessary for HR managers, such as strategic thinking and communication skills. Additionally, it explains the differences between line and staff authority, the advantages and disadvantages of internal versus external recruitment, and provides an overview of the ADDIE training process.

Uploaded by

khuyen.heulwenkk
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 22

HRM BSA2006E

LIST OF REVIEW QUESTIONS

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

 The Role of Line Managers in HRM


Line managers—those who directly supervise employees and oversee daily operations—play a crucial
role in implementing HRM practices on the ground. Their responsibilities include:

- Recruitment and Selection: Assisting HR in identifying job requirements, interviewing


candidates, and selecting the right fit for the team.
- Onboarding and Training: Helping new hires integrate into the team and providing ongoing skill
development and coaching.
- Performance Management: Setting goals, monitoring performance, giving feedback, and
conducting evaluations.
- Employee Engagement: Motivating team members, recognizing achievements, and addressing
concerns to maintain morale.
- Policy Implementation: Ensuring employees follow organizational policies related to
attendance, conduct, safety, etc.
- Conflict Resolution: Handling interpersonal issues and grievances, often acting as a bridge
between staff and HR.

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.

Human resource management is the process of acquiring, training, appraising, and


compensating employees, and of attending to their labor relations, health and safety, and
fairness concerns. HRM plays a crucial role in shaping company culture, driving employee
engagement, and supporting organizational goals.

To thrive in today’s fast-changing and competitive environment, HR managers need a broad


range of competencies. First, strategic thinking is crucial—HR managers must align human
resources practices with the organization’s long-term goals. Second, strong communication
and interpersonal skills help them effectively resolve conflicts, engage employees, and foster
collaboration. Additionally, adaptability and change management are vital as organizations
face rapid digital transformation and evolving workforce expectations. HR managers must also
demonstrate legal and ethical awareness to ensure fair treatment of employees and
compliance with labor regulations. In a data-driven world, analytical thinking and the ability to
use HR technology are also essential for evidence-based decision-making. Lastly, cultural
intelligence and diversity management enable HR professionals to build inclusive workplaces
that respect and leverage differences. In summary, HRM plays a vital role in organizational
success, and modern HR managers need a mix of strategic, interpersonal, and analytical skills to
thrive.

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.

Type of Authority Human Resource Managers Usually Have


Human resource managers typically have staff authority rather than line authority. This is
because HR managers are responsible for providing specialized expertise and support to other
departments rather than directly overseeing the core operations of the organization. Their role
involves advising and assisting line managers on HR-related matters, ensuring compliance with
employment laws, developing policies, and implementing HR programs.

Key Responsibilities of HR Managers with Staff Authority:

 Advising on HR Policies: HR managers develop and recommend HR policies and


procedures to line managers, ensuring that they align with legal requirements and best
practices.
 Recruitment and Selection: They support line managers in the recruitment and
selection process by providing expertise on job descriptions, interview techniques, and
candidate evaluation.
 Training and Development: HR managers design and implement training programs to
enhance employee skills and support organizational development.
 Performance Management: They assist line managers in developing performance
appraisal systems and provide guidance on managing employee performance.
 Employee Relations: HR managers act as intermediaries to resolve employee grievances
and foster positive employee relations.

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?

Internal Sources External Sources


Description Refer to candidates who are already Refer to candidates who are not
employed within the organization. currently employed by the
This includes promotions, transfers, organization. This includes job
and internal job postings. postings, recruitment agencies, job
fairs, and online platforms.

Advantages - Familiarity with Organizational - Broader Talent Pool: External


Culture: Internal candidates are recruitment provides access to a
already acquainted with the wider range of candidates with
company’s culture, policies, and diverse skills, experiences, and
procedures, which reduces the time backgrounds.
needed for acclimatization. - New Perspectives: External
- Lower Recruitment Costs: candidates can bring fresh ideas
Recruiting from within generally and innovative approaches that can
incurs lower costs compared to benefit the organization.
external recruitment. There are - Specialized Skills: External
fewer expenses related to recruitment allows for the
advertising, agency fees, and acquisition of specialized skills or
onboarding. expertise that may not be available
- Motivation and Retention: within the current workforce.
Promoting from within can boost
employee morale and motivation, as
it demonstrates opportunities for
career advancement.
- Reduced Risk: Internal candidates’
performance and work habits are
already known, reducing the
uncertainty associated with hiring.

Disadvantages - Limited Pool: The pool of - Higher Costs: External


candidates is restricted to current recruitment often involves higher
employees, which may limit the costs, including advertising
diversity of skills and experiences. expenses, agency fees, and
- Potential for Discontent: Internal potentially higher salaries to attract
recruitment might lead to top talent.
dissatisfaction among other - Longer Onboarding: External
employees who are not selected or candidates require more time to
who feel overlooked for integrate into the company’s
advancement. culture and may need extensive
training to get up to speed.
- Higher Risk: There is a higher level
of uncertainty regarding the
candidate’s fit with the
organizational culture and their
potential performance.

Recommendation for Recruiting an HR Manager

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.

5) List and explain five steps in ADDIE process.


The Five Steps in the ADDIE Process
1. Analysis: Identifying the training needs, goals, and objectives of the organization.
2. Design: Planning the structure, content, and delivery methods of the training program.
3. Development: Creating and assembling the training materials and resources.
4. Implementation: Delivering the training program to the learners.
5. Evaluation: Assessing the effectiveness of the training program and measuring
outcomes.

Detailed Explanation of One Step: Analysis


1. Analysis
 Purpose: The Analysis phase is the foundational step in the ADDIE process. It involves
identifying the training needs of the organization, understanding the gap between
current and desired performance levels, and determining the objectives of the training
program.
 Activities:
 Needs Assessment: Conducting a needs assessment to identify what training is
necessary. This may involve surveys, interviews, focus groups, and reviewing
performance data.
 Audience Analysis: Understanding the characteristics of the learners, including
their current skills, knowledge levels, learning styles, and any specific needs.
 Defining Objectives: Clearly defining the goals and objectives of the training
program based on the needs assessment. This includes determining what
learners should know or be able to do after the training.
 Resource Analysis: Identifying the resources available for training, including
budget, time, personnel, and technology.
 Importance: The Analysis phase is critical because it sets the direction for the entire
training program. Without a thorough analysis, the training may not address the actual
needs of the organization or the learners, leading to ineffective outcomes.

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.

- Role of Training in Employee Orientation: Training is a crucial component of employee


orientation as it:
 Develops Skills: It equips new employees with the necessary skills and knowledge to
perform their job effectively.
 Promotes Understanding: It helps new employees understand the company's products,
services, systems, and processes.
 Enhances Productivity: Proper training can lead to increased productivity and efficiency
among new employees.
 Improves Engagement: Training can contribute to higher levels of employee
engagement and job satisfaction.
 Ensures Safety and Compliance: It educates employees on safety protocols, compliance
requirements, and best practices within the organization.

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.

Types of Off-the-Job Training Methods

1. Simulations and Role-Playing


 Description: Simulations and role-playing involve creating realistic scenarios that
employees must navigate, allowing them to practice and develop their skills in a
safe environment. This method is particularly effective for developing decision-
making and problem-solving abilities.
 Advantages:
 Realistic Practice: Provides a risk-free environment to practice skills and
behaviors.
 Immediate Feedback: Allows for immediate feedback from trainers and
peers, facilitating continuous improvement.
 Application: Commonly used in customer service training, management training,
and conflict resolution exercises.
2. Case Studies
 Description: Case studies involve analyzing real-life or hypothetical scenarios to
identify problems, explore solutions, and apply theoretical knowledge to
practical situations. This method encourages critical thinking and problem-
solving.
 Advantages:
 Analytical Skills: Enhances employees’ analytical and decision-making
skills by applying theory to practice.
 Engagement: Engages participants by involving them in active problem-
solving and discussion.
 Application: Often used in business education, management training, and
strategic planning sessions.

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.

Types of On-the-Job Training Methods Most Frequently Used by Employers


1. Job Rotation
 Description: Job rotation involves moving employees through a variety of
positions within the organization to expose them to different job functions and
departments. This method helps employees gain a broad understanding of the
organization and develop a diverse skill set.
 Benefits:
- Skill Diversification: Employees acquire multiple skills and a broader
perspective on organizational operations.
- Employee Development: Helps identify employee strengths and
interests, aiding in career development and succession planning.
 Application: Commonly used for management trainees and employees identified
for leadership development.
2. Apprenticeships
 Description: Apprenticeships combine on-the-job training with classroom
instruction, allowing employees to learn a trade or profession under the
supervision of an experienced mentor. This method is particularly prevalent in
technical and skilled trades.
 Benefits:
- Comprehensive Learning: Provides a thorough understanding of both
theoretical and practical aspects of the job.
- Certification: Often leads to certification or qualification in a specific
trade or profession.
 Application: Widely used in industries such as manufacturing, construction, and
healthcare.
3. Coaching and Mentoring
 Description: Coaching involves a supervisor or experienced employee providing
guidance, feedback, and support to a less experienced employee. Mentoring is a
similar process but often involves a longer-term relationship focused on career
development and personal growth.
 Benefits:
- Personalized Learning: Tailors the training to the individual needs of the
employee.
- Supportive Environment: Builds a supportive relationship that
encourages learning and development.
 Application: Suitable for all levels of employees, especially those in leadership
development programs.
4. Instructional or Step-by-Step Training
 Description: This method involves breaking down tasks into step-by-step
instructions, which the employee follows under the supervision of a trainer or
experienced employee. It is particularly effective for complex or technical tasks.
 Benefits:
- Clarity and Precision: Ensures that employees understand each step of a
task, reducing errors and increasing efficiency.
- Immediate Feedback: Provides immediate correction and reinforcement,
enhancing learning retention.
 Application: Commonly used in technical fields, manufacturing, and roles
requiring precise procedures.

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?

Task analysis Performance analysis


Advantages Detailed study of the job to Analyzing currenT employeeS’
determine what specific skills or Training needS For
interviewing the job requires. underperforming current
Job task analysis, job descriptions employees, you can’t assume that
and job specifications are training is the solution.
essential. They list the job’s Performance analysis is the process
specific duties and skills, which of verifying that there is a
are the basic reference points in performance deficiency and
determining the training required. determining whether the employer
Managers also uncover training should correct such deficiencies
needs by reviewing performance through training or some other
standards, performing the job, and means (like transferring the
questioning current jobholders employee).
and their supervisors.
Purpose In training new employees, For current employees,
employers use task analysis, performance analysis is required,
basically - a detailed study of the specifically to verify that there is
job to determine what skills the performance efficiency and to
job requires. Particularly with determine if training is the
lower-level workers, it's common solution. Distinguishing between
to hire inexperienced personnel can't do and won’t do problems is
and train them. Your aim here is the main issue here. Once you
to give these new employees the understand the issues, you can
skills and knowledge they need design a training program, which
to do the job. means identifying specific training
objectives, clarifying a training
budget, and then actually
designing the program in terms of
the actual content.

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.

KPIs for the Position of Recruiter


Here are five Key Performance Indicators (KPIs) that can be used to evaluate the effectiveness
of a recruiter

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.

Common benefits for employees:


Benefits indirect financial and nonfinancial payments employees receive for continuing their
employment with the company are an important part of just about everyone s compensation.
They include things like health and life insurance, pensions, time off with pay, and child care
assistance. Legally required benefits (like unemployment insurance) are the most expensive
benefits costs, followed by health insurance.

Proposed Benefit Package for Female Managers:


1. Comprehensive Health Coverage: Including women-specific care (e.g., reproductive
health, maternity).
2. Flexible Work Hours & Remote Options: To support work-life balance, especially for
mothers.
3. Paid Maternity & Parental Leave (nghỉ thai sản và nghỉ phép cha mẹ): Extended leave
with job protection.
4. Childcare Support: On-site childcare or monthly childcare subsidies.
5. Career Development Programs: Leadership training, mentorships, and funding for
advanced education.
6. Mental Health Support: Access to counseling, coaching, and wellness resources.
7. Equal Pay Assurance & Career Progression (đảm bảo trả lương bằng nhau và phát
triển nghề nghiệp): Transparent pay structure and advancement opportunities.
8. Retirement & Financial Planning: Strong 401(k) matching and financial education sessi
14) What are the key differences between competency-based pay and traditional job-based
(theo năng lực và theo công việc) pay? Which method would you prefer if you were an
employee? Why?

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 .

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