Tong Hop Final Chua Kem MPC

CHAPTER 1 INTRODUCTION TO HUMAN RESOURCES
I. Definition:
Human resource management (HRM) is the process of acquiring, training, appraising, and compensating employees, and of
attending to their labor relations, health and safety, and fairness concerns.
II. Why is HRM important?
- Avoid personnel mistakes:
● Hire the wrong person for the job.
● Experience high turnover
● Have your employees not doing their best
● Waste time with useless interviews
● Have your firm in court due to discriminatory actions
● Have your firm cited 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
- Improve profits and performance: Getting the desired results from people
- Creating values by engaging in activities that produce the employee behaviors that the organization needs to
achieve its strategic goals.
- Using evidence-based HRM to measure the value of HR activities in achieving those goals.
EXAMPLE: Ball Corp, packaging plant:
Training:
- Managers trained supervisors to set & communicate daily performance goals
- Employees received special training to improve their skills
Appraisal:
- Management use team scorecards to track daily goal attainment
Results within 12 months:
- Increase production (by 84 million cans)
- Reduce customer complaints (by 50%)
- Increase the plant’s return on investment (by $3,090,000)
III. Line and Staff Aspects of HRM:
1. AUTHORITY: the right to make decisions, direct others’ work, and give orders.
a. Line authority: Traditionally gives managers the right to give orders to other managers/employees.
b. Staff authority: gives a manager the right to advise other managers/employees.
LINE MANAGER STAFF MANAGER

(HR MANAGER)
- has line authority to direct the work of subordinates - has staff (advisory) authority to assist and advise
- is responsible for accomplishing the organization’s tasks line managers
- run operational functions crucial for the company’s surviv - has functional authority to coordinate personnel
(sale, production,...) activities and enforce organization policies.
- run advisory/supportive departments (HRM,
quality control,...)
HRM Responsibilities: HRM Duties:
1. Placing the right person in the right job 1. Line function (Line authority = Implied
2. Starting new employees in the organization (orientatio authority):
3. Training employees for jobs that are new to them + Direct the activities of the people in the
4. Improving the job performance of each person HR department
5. Gaining creative cooperation and developing smooth 2. Coordinative function (Functional authority)
working relationships + Coordinates organizational-wide
6. Interpreting the company’s policies and procedures personnel activities
7. Controlling labor costs 3. Staff functions (Staff authority = Innovator/
8. Developing the abilities of each person Advocacy)
9. Creating and maintaining departmental morale + Provide HRM assistance & advice to line
10. Protecting employees’ health and physical conditions managers
- In small organizations, line managers carry out all the duties, unassisted.
- As the organization grows, line managers need a seperate HRM staff
- In larger firms, the HR Department provides such specialized assistance.
- The size of the HR department reflects the size of the employer.
★ Which managers have HR duties? - Both types of managers
- HR managers are often staff managers -> assist and advise line managers with recruiting, hiring and compensation
- Line managers still have HR duties (chăm lo cho nhân viên về sức khỏe,...)
2. HR specialties:
● Recruiter: Maintain contacts within the community & perhaps travel extensively to search for qualified job
applicants
● EEO Coordinator (EEO = Equal employment opportunity): Investigate & resolve EEO grievances, examine
organizational practices for potential violations and compile & submit EEO reports.
● Job analyst: Collect & examine detailed information about job duties to prepare job descriptions.
● Compensation manager: Develop compensation plans & handle the employee benefits program.
● Training specialist: Plan, organize & direct training activities
● Labor relations specialist: Advise management on all aspects of union-management relations
3. HR Organization chart for a small company:
Office Generalist:
- generally entry level jobs that do not require prior specialized training/schooling.
- job duties & responsibilities: primarily clerical
IV. New Approaches to Organizing HR
a. Shared service/ Transactional HR group:

Establish
- Centralized HR units share staff with all departments
- Shared services offered through technology (intranets, centralized call centers)
- Provide specialized support (for departments’ line managers & employees) in daily HR activities (E.g.:
discipline problems)
=> offload high-volume transactional work to free up others
b. Corporate HR group:
- Specialized corporate HR teams
- Assist top management in top-level issues (E.g.: developing the personnel aspects of the company’s long-
term strategic plan,...)
c. Embedded HR unit:
- Embedded HR teams
- HR generalists (“relationship managers”/ “HR business partners”) assigned to functional departments
(sales, production…)
- Provide the selection & other assistance the departments need
d. Centers of expertise:
- Specialized HR consulting firms within the company
- Provide specialized advice in specific areas such as organizational change to all the company’s various
units.
=> to manage a specific complex business task, to develop best practices in their area of responsibility
Shared Corporate Embedded Center of

services HR group HR unit expertise
Assign staff to specific X

departments
Help with daily HR X X

matters
Help with top X

management issues
Help with specific, X

complex areas of
expertise
- In real-world practice, the terms center of expertise & shared-service work do not have clearly defined
constructs. How they are implemented & defined depends on the organizational context.
V. The trends shaping HRM:
- Trends occuring in the environment of HRM are changing how employers get their HRM tasks done.
1. Workforce & demographic trends:

- More older people but not enough young workers to replace
- More diverse workforce (skilled foreign professionals, part-time workers, independent contractors,...)
2. Trends in how people work:
- Shift from manufacturing jobs to service jobs (consultants, lawyers,...)

- More reliance on on-demand workers (shippers, freelance cleaners, furniture assemblers,...)
- More emphasis on human capital (workers’ knowledge, skills, education, training, expertise,...)
=> HRM implication: empowerment, inspiration, training,...
(consultants, lawyers, jobs in IT-related businesses)
3. Globalization trends
- Tap into new markets abroad: promote free trade: offshore jobs (even highly skilled jobs) & operations to cut
labor-cost
Ex:
+ Dell offshored some call-center jobs to India
+ Walmart is opening stores in South America
+ Some apparel manufacturer’s design & cut fabrics in Miami and then assemble the actual products in Central
America
- Increased international competition
+ more pressure to lower cost, improve employee productivity
+ For workers: prospects of working harder/ less secure jobs
4. Economic trends
- Changes in GDP, GNP, unemployment rate… support/ hinder the growth of global economy
- Deregulation: Fewer rules & regulations in many economies
+ America & Europe: rules preventing commercial banks from expanding into new businesses such as
investment banking were relaxed
+ Giant, multinational financial supermarkets such as Citibank quickly emerged
- Labor force trends:
+ Slow labor force growth -> not enough workers for businesses to expand -> slower economic growth
+ US labor force: expected to grow at 0.5% per year 2012 to 2022, compared with an annual growth rate of
0.7% during the 2002-2012 decade
- Unbalanced labor force: different demand for labor (thus different unemployment rates) in different jobs
+ Some jobs (high-tech jobs…): low unemployment rates >< others
+ Recruiters in many companies can’t find candidates >< in others there’s a wealth of candidates
+ Many people working today are in jobs “below” their expertise
=> More pressure on employers to get the best efforts from employees
5. Technological trends:
★ What kinds of jobs do technology trends affect? -> All kinds of jobs: tech. changes everything we do
- Social media tools (Twitter, Facebook & LinkedIn,...): recruit new employees
- Mobile applications
+ Monitor employee location
+ Identify workers at clock-in locations (with digital photos/ fingerprint/ QR code)
+ Training application & websites (Knack, Gild, True Office,...) -> employers can inject gaming features into
training, performance appraisal and recruiting.
- Cloud computing:
+ Monitor & report on things like a team’s goal attainment
+ Provide real-time evaluative feedback
- Data analytics:
+ Solve problems, measure and make HR decisions (E.g.: what are the ideal candidate’s traits, how
can I predict which of my best employees are likely to quit?,...)
=> In HRM: data analytics is called talent analytics
VI. Important Trends in HRM:
1. The new HR Managers:

- HRM aspects embedded & distributed throughout the organization
Ex: Hilton Worldwide placing more HR activities in the hands of employees
- Save the efforts to focus on the more strategic aspects of what its HR managers do
2. High-performance work systems

- Sets of HRM practices that together produce superior employee performance
HR department lever Employee cost lever Strategic results lever
Ensure HRM function is Ex: Ex:

delivering services Offer advice about staffing Issue policies & practices to
efficiently levels, setting/ controlling produce the employee
Ex: compensation & benefits competencies & skills the
+ Outsource some policies company needs to achieve its
HRM activities strategic goals
(benefits
management)
+ Use technology to
reduce cost
3. Evidence-based HRM
- Use the best-available to make HRM decisions
- Sometimes, companies translate their findings into high-performance work systems
Providing evidence for HRM decision making
Actual measurements Existing data Research studies
How did the trainees like this Change in company profits Research findings about
program? after a training program? ways to ensure that trainees
remember what they learn?
4. Managing ethics:
- Ethics: standards that someone uses to decide what his or her conduct should be
- HRM-related ethical issues:
● Workplace safety
● Security of employee records
● Employee privacy rights
● Fairness at work
5. HR Certification:
- HR is becoming more professionalized
Ex: Society for HRM (SHRM) in the US offers many certificates: SPHR (Senior Professional in HR), GPHR
(Global Professional in HR), PHR (Professional in HR)
REVIEW
1. Organization
2. Line managers
3. Management process
4. HRM
5. Functional authority
6. Line authority
7. Staff authority
8. Staff managers
9. Globalization
10. Human capital
CHAPTER 3: Human Resource Management
Strategy and Analysis
The Strategic Management Process
The Management Planning Process
Management planning process consists of five steps:

● setting objectives,
● making basic planning forecasts,
● reviewing alternative courses of action,
● evaluating which options are best,
● choosing and implementing your plan.
Planning is always “goal-directed”.
● View the goals from the top of the firm down to front-line employees as a chain or hierarchy of
goals.
Policies and procedures provide day-to-day guidance employees need to do their jobs, which consistent
with the company’s plans and goals.
● Policies set broad guidelines delineating how employees should act.
● Procedures spell out what to do if a specific situation arises.
What Is Strategic Planning?
Strategic plan is the company’s plan for how it will match its internal strengths and weaknesses with
external opportunities and threats in order to maintain a competitive advantage.
Strategic plans are similar to but not the same as business models.
A business model “is a company’s method for making money in the current business environment.”
Strategy is a course of action the company can pursue to achieve its strategic aims.
Strategic management is the process of identifying and executing the organization’s strategic plan by
matching the company’s capabilities with the demands of its environment.
The Strategic Management Process
• Step 1: Define the current business (what we sell, where, how?)

• Step 2: Perform external and internal audits (SWOT)
• Step 3: Formulate a new direction
• Vision statement is a general statement of the firm’s intended direction; it shows, in broad
terms, “what we want to become.”
• Mission statement summarizes what the company’s main tasks
• Step 4: Translate the mission into strategic goals
• Step 5: Formulate strategies to achieve the strategic goals
• Step 6: Implement the strategies
• Step 7: Evaluate performance
3 Types of Strategies
Corporate Strategy
It is a type of strategy that identifies the portfolio of businesses that, in total comprise the company and the
way in which these businesses relate to each other.
● Concentration (single-business) corporate strategy: the company offers one product or product
line, usually in one market.
● A diversification corporate strategy: the firm will expand by adding new product line.
● A vertical integration strategy: the firm expands by producing its own raw materials, or selling its
products directly.
● Consolidation strategy: the company reduces its size
● Geographic expansion: the company grows by entering new territorial markets.
Competitive Strategy
A strategy that identifies how to build and strengthen the business’s long-term competitive position in the
marketplace.
Managers build their competitive strategies around their businesses’ competitive advantages. 3 types:
● Cost leadership = the low-cost leader in an industry.
● Differentiation = to be unique in its industry along dimensions that are widely valued by buyers.
● Focusers carve out a market niche.
Functional strategy
A strategy that identifies the broad activities that each department will pursue in order to help the
business accomplish its competitive goals.
Managers’ Roles in Strategic Planning
Devising the company’s overall strategic plan is top management’s responsibility.

Devising the firm’s overall strategic plan involves frequent discussions among and between top and lower-
level managers.
Strategic Human Resource Management
Strategic human resource management
Formulating and executing human resource policies and practices => employee competencies and
behaviors needed to achieve its strategic aims.
3 Strategic Human Resource Management Tools
Strategy map: A strategic planning tool that shows the “big picture” of how each department’s
performance contributes to achieving the company’s overall strategic goals.
⇨ understand the role his or her department plays in achieving the company’s strategic plan by linking
their efforts with the company’s ultimate goals.
HR scorecard: A process for assigning financial and nonfinancial goals or metrics to the human resource
management–related chain of activities required for achieving the company’s strategic aims and for
monitoring results.
⇨ quantify the relationships between the HR activities, the resulting employee behaviors and the
resulting firm-wide strategic outcomes and performance.
Digital dashboard: Presents the manager with desktop graphs and charts, and so a computerized picture
of where the company stands on all those metrics from the HR scorecard process.
HR Metrics, benchmarking, and Data Analytics
Human resource metrics
The quantitative gauge of a human resource management activity, such as employee turnover, hours of
training per employee, or qualified applicants per position.
Benchmarking
Comparing high-performing companies’ results to your own, to understand what makes them better.
Strategy and Strategy-Based Metrics
Metrics that specifically focus on measuring the activities that contribute to achieving a company’s strategic
aims.
HR audit
An analysis by which an organization measures where it currently stands and determines what it has to
accomplish to improve its HR functions.
Data analytics means using statistical and mathematical analysis and algorithms to find relationships and
make predictions.
Data mining is “the set of activities used to find new, hidden, or unexpected patterns in data.”
Data analytics tools like these enable employers to analyze together employee data from traditional
sources such as employee records to new sources (like company internal social media sites, GPS tracking,
and email activity).
⇨ talent analytics = data analytics applied to HR issues.
Digital tools like talent analytics disrupt how HR departments do things.
⇨ HR managers to be more scientific and analytical.
⇨ often shift “who does HR” from the human resource department to other departments and
sometimes to line managers.
High-Performance Work Systems (HPWS)

A set of human resource management policies and practices that promote organizational effectiveness.
Employee engagement guide for Managers: Employee engagement and

Performance
Employee engagement: refers to being psychologically involved in, connected to, and committed to
getting one’s jobs done
⇨ driving performance and productivity.
Improve Employee Engagement?
● providing supportive supervision

● understand how their departments contribute to the company’s success;
● see how their efforts contribute to achieving the company’s goals;
● get a sense of accomplishment from working at the firm;
● be highly involved- as when working in self-managing teams
CHAPTER 4: Job Analysis and the Talent
Management Process
4.1 The Talent Management Process
*Talent management:
The goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating
employees.
E.g: Goal oriented process
-Starting from the goal (produce certain employee competencies)-> decide what recruiting/ training
to do
E.g: Integrated/ Interrelated process
-The combined results of recruiting/ training/ employee testing-> affect whether employees will
have the desired skills
-The same “skills profile” may be used for recruitment/ training/…
-HR managers need to coordinate/ integrate talent management functions such as recruiting &
training.
*Talent management includes 8 steps:
1. Decide what positions to fill, through job analysis, personnel planning, and forecasting.
2. Build a pool of job applicants, by recruiting internal or external candidates.
3. Obtain application forms and perhaps have initial screening interviews.
4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable
candidates.
5. Decide to whom to make an offer.
6. Orient, train, and develop employees so they have the competencies to do their jobs.
7. Appraise employees to assess how they’re doing.
8. Compensate employees to maintain their motivation.
Notes:
-The steps work together & interactively affect each other
-They are part of the talent management efforts
-Focus, not on each step, but on the results you obtain by applying them together.
4.2. The basics of Job Analysis
What Is Job Analysis?

● Job analysis (bảng phân tích công việc): The procedure for determining the duties and skill
requirements of a job and the kind of person who should be hired for it.
● Job descriptions (bảng mô tả công việc): A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities - one product of a
job analysis.
● Job specifications (bảng tiêu chuẩn công việc): A list of a job’s “human requirements” that is,
the requisite education, skills, personality, and so on—another product of a job analysis.
Type of information in JA:
● Work activities: Information about the job’s actual work activities. This list may also include how,
when, why, and when the worker performs each activity. (teach, translate, collect, info,..)
● Human behaviors: Information about human behaviors the job requires (traveling, walking long
distances, communicating,...)
● Machines, tools, equipment, and work aids: Information regarding tools used materials
processed, knowledge dealt with or applied (such as finance or law), and services rendered (such
as counseling or repairing).(printers, PC, type & number of machines to operate, blackboard, legal
documents,...)
● Performance standards: Information about the job’s performance standards (performance output
and behaviours) (hour to work, documents to translate,...)
● Job context: Information about such matters as physical working conditions, work schedule,
incentives, and, for instance, the number of people with whom the employee would normally
interact. (organizational & social contexts, physical working conditions. work schedules, incentives,
possible risks….)
● Human requirements: Job-related knowledge, skills, training, experience (education, training,
work experience) and required personal attributes (aptitudes, personality, interests).
Uses of Job Analysis Information

● Recruitment and selection: what sort of people to recruit and hire.
● Compensation depends on the job’s required skill, education level, safety hazards, degree of
responsibility …
● Performance appraisal: compares each employee’s actual performance with his or her duties and
performance standards + what these duties and standards are.
● Training lists the job’s specific duties and skills => what training the job requires.
● Discovering unassigned duties: unassigned duties that should become a formal part of the job
● EEO compliance: crucial for validating all major human resources practices. (uniform guideline for
employee selection)
Conducting a Job Analysis – 6 STEPS

Step 1: Decide How You Will Use the Information
Step 2: Review Relevant Background Information About the Job, Such as Organization Charts and
Process Charts
● Organization chart: A chart that shows the organization-wide distribution of work, with titles of each
position and interconnecting lines that show who reports to whom.
● Process chart: A workflow chart that shows the flow of inputs to and outputs from a particular job.
● Workflow analysis: A detailed study of the flow of work from job to job in a work process.
⇨ See how jobs relates to other jobs, whether a job is necessary
⇨ Changing or reengineering the job
Step 3: Select Representative Positions
Step 4: Actually Analyze the Job
Step 5: Verify the Job Analysis Information with the Worker Performing the Job and with His or Her
Immediate Supervisor
Step 6: Develop a Job Description and Job Specification
*Business process reengineering: Redesigning business processes, usually by combining steps.
Including 5 steps:
1. Identify a business process to be redesigned
2. Measure the performance of the existing processes
3. Identify opportunities to improve these processes
4. Redesign and implement a new way of doing the work
5. Assign ownership of sets of formerly separate tasks to an individual or a team
*3 way to redesign specialized job:

1. Job enlargement: Assigning workers additional same-level activities.
2. Job rotation: Systematically moving workers from one job to another.
3. Job enrichment: Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
4.3. Methods for collecting job analysis information
Method Information sources Avantages Disadvantages Formats
Interview Distorted information -Structured

-Individual employees Quick, direct way to find
(checklist)
overlooked information -Unstructured
-Group of employees
-Supervisors with
knowledge of the job
Questionnaires Have employees fill out Quick and efficient way Expense and time -Structured
questionnaires to to gather information from consumed in preparing checklists
describe their job-related large numbers of and testing the -Unstructured
duties and employees questionnaire questions
responsibilities
Observation Observing and noting -Provides first-hand -Time consuming

the physical activities of information -Distorted behavior
employees as they do their -Reduces distortion of -Hard to capture the
jobs by managers information entire job cycle
-Of little us if job involves
a high level of mental
activities
Participants Workers keep a -Produces a more -Distortion of information
Diaries/logs chronological diary or complete picture of the Depends upon
log of what they do and job (average time needed employees to accurately
the time spent on each to do a task, frequency of recall their activities
activity a task, time wasted due to
procedure/ lack of
materials…)
-Employee participation
*Interviewing guidelines
● Identify the workers who know the job best
● Establish rapport with the interviewee.
● Follow a structured guide/ checklist, one that lists open-ended questions and provides space for
answers
● Ask the worker to list his or her duties in order of importance and frequency of occurrence.
● After completing the interview, review and verify the data
*Note for questionnaires:

● Questionnaire should not be too long, should focus on the main, relevant tasks
● Questionnaire should be clear, easy to answer, should be both open-ended and closed
questions
● Questionnaires should be answered at the workplace
*Best use of observation

Combine with the use of technology: record video clips, user timers…
Observe the whole work cycle
Talk directly with the observed worker to check/ clarify points/ misunderstanding
*Qualitative Job Analysis: 3 methods: Position Analysis Questionnaire (PAQ), Department of
labor (DOL) procedure and Functional job analysis
a. Position Analysis Questionnaire (PAQ): a questionnaire (194 items) to collect quantifiable data
about the duties and responsibilities of various jobs.
Items are classified into 5 PAQ basic activities
(1) Having Decision-Making/Communication (teacher, flight attendance) /Social Responsibilities
(2) Performing Skilled Activities
(3) Being Physically Active (workers)
(4) Operating Vehicles/Equipment
(5) Processing Information.(researcher, translator)
PAQ scale ranges for 1 to 5 (5: highest level)
=>Easy to compare and classify jobs for pay purposes (which skills are more demanding)
b. Department of labor (DOL) procedure:

-Dictionary of occupational titles compiled by the US DOL
-A set of standard basic activities (worker functions) to describe what a worker must do with
respect to data, people and things (by scoring each task done & use the highest combination to rate
the overall job)
c. Functional job analysis: similar to DOL method-> rate worker functions

also rates the job on the extent to which task performance requires:
-specific instructions
-reasoning & judgment
-mathematical ability
-verbal & language facilities
=>Easy to compare and classify jobs for pay purposes
4.4. Writing Job Descriptions

Job description:
● The most important product of job analysis
● A written statement of what the worker actually does, how he or she does it, and what the
job’s working conditions are.
● The source of information for writing a job specification
Job Identification: contains job title, date, location, intermediate supervisor, pay scale,…
Job summary:
● Major functions or activities and don't mention ‘other duties, as assigned’
● Relationships (general nature of the job): shows the job-holder’s relationships with others inside
and outside the organization. (report to whom? supervises whom? works with whom?)
Responsibilities and Duties:
● major responsibilities and duties (essential functions)
● the heart of the job description.
● budgetary limitations
● present a list of the job’s significant responsibilities and duties, each separately & briefly
described
● define the jobholder’s authority limits (direct supervision)
Where to get information about job duties and responsibilities?
● Job analysis
● Sources of standardized job description information
Standards of Performance and Working Conditions:
● list the standards the company expects the employee to achieve for each of the job description’s
main duties and responsibilities.
● list the job’s working conditions, such as noise level, hazardous conditions, or heat.
For example:
Duty: Accurately Posting Accounts Payable
1. Post all invoices received within the same working day.
2. Route all invoices to the proper department managers for approval no later than
the day following receipt.
3. Commit an average of no more than three posting errors per month.
Job Specifications
4.4. Writing Job Specifications

Job Specifications: shows what kind of person to recruit and for what qualities you should test that
person. (3 types)
It may be a section of the job description, or a separate document.
a. Jobs Specifications for Trained versus Untrained Personnel

Trained employees: Focusing on factors such as length of previous service, quality of relevant training,
and previous job performance.
Untrained employees: Specify qualities that predict performance such as physical traits, personality,
interests, or sensory skills that imply some potential for performing the job or for trainability
b. Specifications Based on Judgment

Most job specifications simply reflect the educated guesses of people like supervisors and human
resource managers
Educated guesses?
● review the job’s duties, and deduce from those what human traits and skills the job requires. You
can
● also choose human traits and skills from those listed in Web-based job descriptions
c. Job Specifications Based on Statistical Analysis

Basing job specifications on statistical analysis rather than only judgment is the more defensible
approach, but it’s also more difficult.
Aim: determine the relationship between (1) some predictor (human trait such as height, intelligence, or
finger dexterity), and (2) some indicator or criterion of job effectiveness such as performance as rated by
the supervisor.
5 STEPS:
1. analyze the job and decide how to measure job performance;
2. select personal traits like finger dexterity that you believe should predict performance;
3. test candidates for these traits;
4. measure these candidates’ subsequent job performance;
5. statistically analyze the relationship between the human trait (finger dexterity) and job
performance.
⇨ aim is to determine whether the trait predicts performance.
The Job-Requirements Matrix

A more complete description of what the worker does and how and why he or she does it; it clarifies each
task’s purpose and each duties required knowledge, skills, abilities, and other characteristics.
Include five columns of infor:
1. Column 1: Each of the job’s four or five main job duties (such as Post Accounts Payable)
2. Column 2: The task statements for the main tasks associated with each main job duty
● Main step in matrix
● Task statement: Written item that shows what the worker does on one particular job task; how the
worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task.
3. Column 3: The relative importance of each main job duty
4. Column 4: The time spent on each main job duty
5. Column 5: The knowledge, skills, ability, and other human characteristics (KSAO) related to
each main job duty
Job analysis in a worker-empowered world

Job design: From specialized to enriched jobs
● Job enlargement (add more same level activities)
● Job rotation (change position)
● Job enrichment (new responsibilities, new tasks)
Other changes at work

Changing the organization and its structure
● Flattening the organisation
● Using self-managed work teams
● reengineering business processes
Competency-based job analysis

*Competencies: Demonstrate characteristics of a person that enable performance of a job (dùng thang
bloom để đánh giá các tiêu chí, hành động có thể đo lường được, từ thấp nhất đến cao nhất)
*Reasons for Competency-Based Job Analysis
● To support a high-performance work system (HPWS)
● To create strategically-focused job descriptions
● To support the performance management process in fostering, measuring, and rewarding:
❖ General competencies
❖ Leadership competencies
❖ Technical competencies
How to write job Competency-based job description

Interview job incumbents and their supervisors
● Ask open-ended questions about job responsibilities and activities.
● Identify critical incidents that pinpoint success on the job
Use off-the-shelf competencies databanks
Writing a competency statement -> need 3 elements:

1. Name and a brief description of the competency
2. A description of the observable behaviours that represent proficiency in the competency
3. Proficiency levels
https://www.academia.edu/11314962/Chapter_4_Job_Analysis_Multiple_Choice
CHAPTER 5: Personnel Planning and
Recruiting
Recruitment and Selection Process
1. Employment planning and forecasting
2. Recruiting: Build a pool of candidates
3. Applicants complete application forms
4. Use selection tools like tests to screen out most applicants
5. Supervisors and others interview final candidates to make final choices.
● Company’s Strategic Goal > HR plans > Personnel plans > Personnel forecasts + Recruitment
plans + Employee selection plans
Workforce Planning and Forecasting

Workforce (or employment or personnel) planning: The process of deciding WHAT positions the
firm will have to fill, and HOW to fill them. 4 steps:
1. Reviews the client’s business plan and workforce data
⇨ how projected business plan changes influence the client’s headcount and skills
requirements.
2. Identify what positions the firm will have to fill and potential workforce gaps
⇨ what new future positions to fill, and what current employees be promotable into those
positions
3. Develop a workforce strategic plan
4. Implement the changes
Succession Planning (Quy hoạch cán bộ): The process of deciding HOW to fill the company’s
most important executive jobs.
WHEN TO PERFORM WORKFORCE PLANNING?
- Even before you recruit your employees.
Strategy and Workforce Planning
Workforce planning shouldn’t occur in a vacuum and is best understood as an outgrowth of the
firm’s strategic and business planning.
WHAT DO WE NEED TO FORECAST ?
● Overall personnel NEEDS
● The supply of INSIDE candidates
● The supply of OUTSIDE candidates
Forecasting Personnel Needs (Labor Demand)
● A firm’s future staffing needs reflect demand for its products or services, adjusted for changes the
firm plans to make in its strategic goals and for changes in its turnover rate and productivity.
● Short term, management should be concerned with daily, weekly, and seasonal forecasts.
● Longer term, managers will follow industry publications and economic forecasts closely, to try to get
a sense for future demand.
THE BASIC PROCESS FOR FORECASTING PERSONNEL NEEDS IS
1. Forecast revenues first.
2. Estimate the size of the staff required to support this sales volume.
THREE BASIC TOOLS:
● Trend analysis: Study of a firm’s past employment needs over a period of years to predict future
needs. (turnover, retirement rate)
● Ratio analysis: A forecasting technique for determining future staff needs by using ratios between,
for example, sales volume and number of employees needed. (1 nhân viên làm đc 5000k, cty set
mục tiêu 30000k, nên cần tuyển 6 nv)
● Scatter plot: A graphical method used to help identify the relationship between two variables.
(lượng giường bệnh tăng lên, cần thêm y tá)
DRAWBACKS OF ANALYSIS TOOLS LIKE SCATTER PLOTS:
● Historical scales/personnel relationships assume that the firm’s existing activities and skill needs will
continue as is.
● They tend to reward managers for adding employees, irrespective of the company’s needs.
● They tend to institutionalize existing ways of doing things, even in the face of change.
USING COMPUTERS TO FORECAST PERSONNEL REQUIREMENTS
- Computerized Forecasts
- Software that estimates future staffing needs by:
- Projecting sales, volume of production & personnel required to maintain different
volumes of output.
- Forecasting staffing levels for direct labor. indirect staff, & exempt staff.
- Creating metrics for direct labor hours & three sales projection scenarios - minimum,
maximum, and probable.
MANAGERIAL JUDGMENT
- Historical trends, ratios, or relationships won’t remain unchanged into the future → Need judgment to
adjust the forecast.

- What factors to consider when making judgment?
- E.g. of Factors to consider when modifying initial forecasts:
- Decisions to upgrade quality or enter new markets
- Technological & administrative changes resulting in increased productivity
- Changes in financial resources available (e.g.: a projected budget crunch)
Forecasting the Supply of Inside Candidates
QUALIFICATION INVENTORIES:
- Manual system & Replacement charts:
- Main task here is determining which current employees are qualified or trainable for the
projected openings.
- Manual devices to track employee qualifications:
● Personnel skills inventory and development record form → skills/ education/

training courses taken…
● Personnel replacement charts: Company records showing present performance
and promotability of inside candidates for the most important positions.
● Position replacement card: A card prepared for each position in a company to

show possible replacement candidates and their qualifications.
- Computerized skills inventories:
- Large firms cannot depend on manual devices
→ Computerized info. using software systems.
- Include items like a person’s work experience codes, product knowledge, level of familiarity
with product lines/ services, industry experience, formal education.
- Search on the system by using keywords.
THE MATTER OF PRIVACY
- Ensuring the Security of HR information
- Control of HR information through access matrices (control who can get access to
informations)
- Access to records & employee privacy
- Legal Considerations
- The Federal Privacy Act of 1974
- New York Personal Privacy Act of 1985
- HIPAA
- Americans with Disabilities Act
MARKOV ANALYSIS
- Or “Transition analysis”
- A mathematical process to forecast availability of internal job candidates.
- Involves creating a matrix that shows the probabilities that employees in the chain of deeder
positions for a key job (such as from junior engineer, to engineer, to senior engineer, to engineering
supervisor, to director of engineering) will move from position to position and therefore be
available to fill the key position.
Forecasting the Supply of Outside Candidates
Forecasting workforce availability depends first on the manager’s own sense of what’s happening in his or
her industry and locale.
FACTORS IN SUPPLY OF OUTSIDE CANDIDATES
- General economic conditions
- Expected unemployment rate
SOURCE OF INFORMATION
- Periodic forecasts in business publications
- Online economic projections
- U.S. Congressional Budget Office (CBO)
- U.S. Department of Labor’s O*NET
- Bureau of Labor Statistics (BLS)
- Other federal agencies and private sources
NOTES
- Predictive workforce monitoring:
- Paying continuous attention to workforce planning issues → to adapt to changes in the labor
market & business environment
- Projected retirements, growth plans, projected employment shortfalls, turnover
history
- Matching projected labor supply & demand with plans:
- Need specific plans to identify vacancies, potential candidates, resources for
implementation…
- Succession planning:
- The ongoing process of systematically identifying, assessing, and developing
organizational leadership to enhance performance.
- 3 main steps: identify key positions needs, develop inside candidates, and assess and
choose inside (or outside) candidates who will fill the key positions.
The Need For Effective Recruiting

EFFECTIVE RECRUITING IS IMPORTANT. WHY?
- Suitable recruiting methods → Support training, improve performance…

- Consider legal requirements associated with employment laws
FACTORS AFFECTING EFFECTIVE RECRUITING SUCCESS
- Supply of workers ( White-Collar jobs? qualified candidates? …)
- Consistency of recruitment whit strategic goals.
- Recruiting methods vs. type of job
- Successful prescreening of applicants
- Public Image of the firm
- Employment laws
- Nonrecruitment HR issues/policies
Recruiting yield pyramid
- The historical arithmetic relationships between recruitment leads and invitees, invitees and
interviews, interviews and offers made, and offers made and offers accepted.
A Recruiting yield pyramid can be used to calculate the number of applicants they must
generate to hire the required number of new employees.
QUESTION
- Should you centralize your firm's recruitment efforts or let each plant/ office do their own
recruitment?
- Internal or external candidate?
- What are some sources of internal / external candidates?
Internal Sources of candidates

Internal sources are often the best sources of candidates.
Advantages
Drawbacks
● Knowing a candidate’s strengths and

weaknesses
● Current employees may also be more ● Failed applicants get discontented
committed to the company. ● Time wasted interviewing inside candidates
● Morale and engagement may rise who will not be considered
● Require less orientation and training than ● Staff have tendency to maintain the status
outsiders. quo
Finding Internal Candidates
The employer will adhere to formal internal-recruitment policies and procedures, which heavily depend on:
● Posting open job positions
● Rehiring former employees
● Succession planning
Outside Sources of candidates
When to look outside for candidates?
- Looking for skills unavailable in the firm

- Needing a tough turnaround
- Having inadequate succession planning/skills inventory system.
Recruiting via the Internet
- E.g.
- Posting on websites/ social media
- Virtual office tours, virtual job fairs
- Internet based recruitment (professional network) like Linkedin
- Internet based recruitment ( websites) like Jobfox.com, Indeed.com, Simply Hired
Pros Cons
● Cost-effective
● Exclusion of older & minority workers
● Attract > applicants over time
● Unqualified applicants overload the system
● Immediate applicant responses
● Personal information privacy concerns of
● Online prescreening
applicants
● Links to other job search sites
● Automation of applicant tracking &
evaluation.
Advertising on Print Media
A glance at almost any paper will confirm that print ads are still popular.
To use such help wanted ads successfully, address two issues: the advertising medium and the ad’s
construction.
● The Media: the best medium depends on the positions for which you’re recruiting.
● Constructing (writing): The Ad Experienced advertisers use the guide AIDA (attention, interest,
desire, action) to construct ads.4 STEPS:
1. Attract attention to the ad, or readers may ignore it.
2. Develop interest in the job.
3. Create desire by spotlighting words
4. Prompt action with a statement like “call today.”
Employment Agencies: Public Agencies, Private Agencies, Non-Profit Agencies
Three main types of employment agencies:

1. Public agencies operated by federal, state, or local governments
2. Agencies associated with nonprofit organizations;
3. Privately owned agencies.
Help:
- Fill in jobs
- Review job requirements
- Write job descriptions
Private agencies: Firms need to pay a fee
WHY YOU (PRIVATE) EMPLOYMENT AGENCIES?
- Firm lacks HR capability (No HR department?)
- Time: need to fill positions quickly, reduce internal recruiting time
- Attract minority/female candidates
- Reach currently employed candidates (more comfortable dealing with agencies than competing
firms)
AVOIDING PROBLEMS WITH EMPLOYMENT AGENCIES
- Give the agency an accurate and complete job description.
- Make sure tests, application blanks, and interviews are part of the agency's selection process.
- Review candidates accepted/rejected by your firm or the agency for effectiveness and fairness of
the agency's screening process.
- Screen agency for effectiveness in filling positions.
- Supplement the agency’s reference checking by checking the final candidate’s references
yourself.
Recruitment Process Outsourcers (RPO)
Recruitment process outsourcers are special vendors that handle all or most of an employer’s recruiting
needs.
● Usually sign short-term contracts with the employer,
● Receive a monthly fee that varies with the amount of actual recruiting the employer needs done
- Varying cost → easier for an employer to monitor recruiting expenses

- (Vs. office: relatively fixed costs)
Alternative Staffing: Temp Workers
Alternative staffing: The use of non-traditional recruitment sources. Including:

● In-house temporary employees (people employed directly by the company, but on an explicit
short-term basis)
● Contract technical employees (highly skilled workers like engineers, who are supplied for long-
term projects under contract from an outside technical services firm).
● Temporary worker (temps/ part time/ just-in-time workers)
→ Employers can hire temp workers either through direct hires or through temporary staff agencies
(temp agency).
E.g. 26% of jobs in private sectors were temporary workers (CEO, maintenance workers…)
COSTS OF TEMPS
- Fees paid to temp agencies
- Temp employees’ lack of commitment to the firm.
REASONS FOR USING TEMPS?
- Employer’s weak economic confidence
- Flexibility
- Trend tw short-term projects
- To try out prospective employees
- To fill in for employees who are sick or on vacation
- Benefits:
- Increased productivity - paid only when working
- No recruitment, screening & payroll administration costs
Working with temp agencies - What you need to know?
Concerns of temp employees?
Things to avoid when working with temp employees?
Alternative Staffing: Outsourcing/Offshoring
Outsourcing & Offshoring: the most extreme examples of alternative staffing.

Outsourcing: means having outside vendors supply that the company’s own employees previously did in-
house.
Offshoring: means having outside vendors or employees abroad supply services that the company’s own
employees previously did in-house. → a narrower term
CHALLENGES OF OUTSOURCING/ OFFSHORING:

- Possible cultural misunderstanding
- Security & information privacy concerns
- The need to deal with foreign contracts (different legal systems)
- Special training needed for offshore employees
Executive Recruiters
Executive recruiters (headhunters) are special employment agencies employers retain to seek out top-
management talent for their clients.
They are paid regardless of whether the employer hires the executive through the search firm’s efforts.
GUIDELINES FOR CHOOSING A RECRUITER:
1. Mke sure the firm is capable of conducting a thorough search.
2. Meet individuals who will handle your assignment.
3. Ask how much the search firm charges.
4. Make sure the recruiter and you agree on what sort of person you need for the position.
5. Never rely solely on the recruiter to do reference checking.
Benefits Problems
● are relatively adept at finding qualified ● ensuring that the recruiter really understands
candidates who aren’t actively looking to your needs and then delivers properly vetted
change jobs. candidates.
● keep your firm’s name confidential ● persuading you to hire a candidate than in
● can save top management’s time by building finding one who will really do the job.
an applicant pool.
● Small fee
Referrals and Walk-Ins
Employee Referrals:
- Firm posts announcements on websites and requests referrals.
→ Offers rewards (cash) for referrals that lead to hiring.
- Pros:
- Referrals generate “more applicants, more hires and a higher yield ratio (hires/applicants) →
more cost-effective
- Current staff tend to provide accurate info. hey yo man you know
Walk-ins (direct applications made at your office): are a big source of applicants, particularly for hourly
workers.
- Useful for hourly workers
- Attract good local applicants
- Need courteous treatment of any applicant (to maintain the firm’s reputation & applicant’s self-
esteem) → may use a brief interview
On-demand recruiting services (ODRS)
- Services that provide short-term specialized recruiting to support specific projects.

- Are paid by the hour or project rather than per hire.
- E.g. not by a percentage of each hire’s salary
College recruiting
Sending an employer’s representatives to college campuses to prescreen applicants (assess

communication, interpersonal skills, experience…) and create an applicant pool from the graduating class.
NOTES:
- Need good preparation: set schedule in advance, print brochures, keep records of interviews, train
recruiters well.
- Expensive and need much time spent on campus
- Timely actions/ offer to create good image of the firm
- Promt follow-up letters after the interview
- Give information package
- Invite candidates for on-site visit
- Offer internship
Telecommuters
Telecommuters do all or most of their work remotely, often from home, using information technology.
Developing and Using application Forms

Application form: the form that provides information on education, prior work record, and skills.
Uses of Application form information:
- Applicant’s education & experience
- Applicant’s prior progress & growth
- Applicant’s employment stability
- Applicant’s likelihood of success
GUIDELINES FOR DESIGNING APPLICATION FORMS
- Request detailed information about previous employers and supervisors for reference checking
- Make sure applicants complete the form and sign a statement on it indicating that the information is
true.
- Demand a signed & completed form
- Use different forms for different jobs
- Use application information to predict performance
Purpose of Application Forms
The application form is usually the first step in the pre screening process.
A filled-in application provides four types of information:
● make judgments on substantive matters
● draw conclusions about the applicant’s previous progress and growth
● conclusions about the applicant’s stability based on previous work record
● predict which candidates will succeed on the job.
CHAPTER 6: Employee Testing and Selection
The aim of employee selection is to achieve : person-job fit and person-organization fit.
Why Employee Selection is Important
Three main reasons:
● Organizational performance
● Costs of recruiting and hiring

● Legal obligations and liability
Negligent hiring: Hiring workers with questionable backgrounds without proper safeguards.
Avoiding negligent hiring claims:
● Carefully scrutinize information on employment applications
● Get written authorization for reference checks and check references
● Save all records and information about the applicant
● Reject applicants for false statements or conviction records for offences related to the job
● Balance the applicant's privacy rights with others ‘need to know’
● Take immediate disciplinary action if problems arise
The Basics of Testing and Selecting Employees

Reliability: The consistency of scores obtained by the same person when retested with the identical tests
or with alternate forms of the same test. ( 1 người làm test nhiều lần nhưng phải ra cùng kết quả )
Test validity: The accuracy with which a test, interview, and so on, measures what it purports to measure
or fulfills the function it was designed to fill.( test phải test đúng cái ngta muốn test, vd tuyển gv dạy tiếng
anh là test ngôn ngữ thì chỉ là năng lực ngôn ngữ chứ chưa ktra đc có dạy tốt hay ko)
Reliability
Measuring reliability:
● Test-retest reliability estimates: administer a test to a group one day, re-administer the same test
several days later to the same group, and then correlate the first set of scores with the second.( cho
1 nhóm làm test hai lần r so sánh kết quả)
( to see correlation by using scatter plot)

● Equivalent or alternate form estimate: administer a test and then administer what experts believe
to be an equivalent test later.( thực hiện test và so sánh vs cái test có uy tín trước đó)
● Internal comparison estimate: compare the test taker’s answers to certain questions on the test
with his or her answers to a separate set of questions on the same test aimed at measuring the
same thing. ( so sánh các phần có liên quan trong 1 test)
Term: Reliability coefficient: involves comparing two measures that assess the same thing.
What can affect the reliability of a test : Physical conditions ( noise, heat, lighting,...) ; Health, emotional
of test taker ; Poor test items
Validity
● Criterion validity: A type of validity based on showing that scores on the test (predictors) are
related to job performance (criterion). ( điểm cao thì predict là làm tốt)
● Content validity: A test that is content valid is one that contains a fair sample of the tasks and skills
actually needed for the job in question. (bao quát các skills, vd tuyển gv thì cần ít nhất 2 tests là
năng lực ngôn ngữ và phương pháp giảng dạy)
● Construct validity: A test that is construct valid is one that demonstrates that a selection procedure
measures a construct and that construct is important for successful job performance.( vd đã có
content validity rồi mà thêm các câu hỏi ko có liên quan hay không quan trọng thì nó ko có construct
validity)
Evidence-Based HR: How to Validate a Test ( 5 steps)
Step 1: Analyze the Job: predictors and criteria

● Predictors: skills and other human requirements for the job
● Criteria: standard of performance (quality/quantity of production, length of service..)
Step 2: Choose the tests: test battery ( group of tests) or single test
Step 3: Administer the test: concurrent or predictive validation
● Concurrent (at the same time) validation: administer the tests to employees currently on the job→
compare their test scores with their current performance
● Predictive validation: administer the test to applicants before you hire them, then compare with their
performance ( after hiring) Note : tests score are not used as a staff selection technique
Step 4: Relate your test scores and criteria: score vs. actual performance
● statistical relationship between scores on the test and job performance using correlation analysis.
Then develop an expectancy chart.
Expectancy chart: A graph showing the relationship between test scores and job performance for a group
of people.
Step 5: Cross-validate and revalidate: repeat step 3 and 4 with different samples.
Testing program guideline
1. Use tests as supplements (can use simulation,work samples …)

2. Validate the test
3. Monitor you were testing/selection program
4. Keep accurate records
5. Use a certified psychologist (EQ test)
6. Revalidate periodically
Notes:
Bias: don’t use bias in the selection process ( racial/ gender issues..)
Utility analysis:Does it pay to use the test? Does it cost too much ? Is it practical?
Validity generalization: can we use a test which is proven to be valid in another setting/firm to select the
employee in our firm? What is the degree of generalization? → Consider the existing evidence, the similarity
of the subjects/jobs
Test Takers’ Individual Rights and Test Security: test-takers have right to privacy and feedback →
informed consent, confidentiality of test results…
Gender issues….
Types of Tests (4 types)

Cognitive Abilities
Cognitive tests: include tests of general reasoning ability (intelligence) and tests of specific mental abilities
like memory and inductive reasoning.
● Intelligence (IQ) tests: tests of general intellectual abilities.
● Specific cognitive abilities( aptitude tests: kỹ năng tự nhiên, năng khiếu): measures of specific
mental abilities, such as deductive reasoning, verbal comprehension, memory, and numerical
ability.
Motor and Physical Abilities
Tests of motor: measure motor abilities, such as finger dexterity, manual dexterity, and (if hiring pilots)
reaction time.
Tests of physical abilities: include static strength, dynamic strength (pull-ups), body coordination (jumping
rope), and stamina
Personality and Interests
Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and
motivation.
Industrial psychologists often focus on the “big five” personality dimensions: extraversion, emotional
stability/neuroticism, agreeableness, conscientiousness, and openness to experience.
● Projective personality tests: The psychologist presents an ambiguous stimulus and the person
reacts. The person supposedly projects into the ambiguous picture his or her attitudes. Other
projective techniques include Make a Picture Story (MAPS) and the Forer Structured Sentence
Completion Test.
● Self-reported personality tests: applicants fill them out.
Term: Interest inventory: A personal development and selection device that compares the person’s
current interests with those of others now in various occupations so as to determine the preferred
occupation for the individual.
Current achievement tests

They measure what sb has learned ( your ‘job knowledge’ in economics, HR, marketing…)
Work Samples and Simulations
→ Measure work performance directly ( tests là indirectly)

Using Work Sampling for Selection
Work sample: actual job tasks used in testing applicant’s performance

● Present examinees with situations representative of the job for which they are applying
● This type of test measures actual performance
Work sampling technique: A testing method based on measuring performance on actual basic job tasks.
● Try to predict job performance
● Advantages: Hard to fake answers
Actual job tasks → fair to different groups of candidates (middle class? women?
minorities? )
No invasion of privacy (vs. a personality test)

Better validity if designed appropriately
How to use a work sampling technique?
1. Select a sample of several tasks crucial to performing the job
2. Test applicants on performing the tasks
3. Observe & Appraise: an observer monitors performance on each tasks, and indicates on a
checklist how well the applicant performs
Situational Judgment Tests
Situational judgment tests :designed to assess an applicant’s judgment regarding a situation encountered in
the workplace. ( đưa tình huống và các hướng giải quyết xem chọn cái nào)
Management Assessment Centers
Management Assessment Centers: A simulation in which management candidates are asked to perform
realistic tasks in hypothetical situations and are scored on their performance. It usually also involves
testing and the use of management games.
→ a 2 to 3 day simulation in which 10-12 candidates perform realistic management tasks( like making
presentations) under the observation of experts who appraise each candidate’s potential leadership.
→ Useful tests>< takes longer than conventional tests, > expensive, require managers acting as
assessors, require psychologist
Typical simulated tasks include:
● The in-basket: The candidate gets reports, memos, notes of incoming phone calls, e-mails, and
other materials collected in the actual or computerized in-basket of the simulated job he or she is
about to start. The candidate must take appropriate action on each item. Trained evaluators review
the candidate’s efforts.
● Leaderless group discussion: Trainers give a leaderless group a discussion question and tell
members to arrive at a group decision. They then evaluate each group member’s interpersonal
skills, acceptance by the group, leadership ability, and individual influence.
● Management games: Participants solve realistic problems as members of simulated companies
competing in a marketplace.
● Individual oral presentations: Here trainers evaluate each participant’s communication skills and
persuasiveness.
● Testing: These may include tests of personality, mental ability, interests, and achievements.
● The interview: Most require an interview with a trainer to assess interests, past performance, and
motivation.
Situational Testing and Video-Based Situational Testing
Situational test: A test that requires examinees to respond to situations representative of the job.
→ Include work sampling, situational judgement tests, some assessment center tasks, video-based
tests, situational interviews,...
Video-based simulation: A situational test in which examinees respond to video simulations of realistic job
situations.
The Miniature Job Training and Evaluation Approach
Miniature(very small) job training and evaluation: Training candidates to perform several of the job’s
tasks, and then evaluating the candidates’ performance prior to hire.
VD: employers such as Honda first train and then have applicants perform several job tasks,and then
evaluate the candidates before hiring them.
Realistic Job Review
Explicitly explaining and asking about job-related issues (work schedules and work preferences,....)
Choosing a selection method
Consider: reliability, validity, utility analysis, selection ratio,...

( Bảng so sánh các methods )
Background investigations & other selection methods
Investigations & Checks
Reference checks, background employment checks, criminal records, driving records, credit records,..
Why perform background investigations
- To verify the applicant’s information

- To uncover damaging information
→ How deeply you search depends on the position.
VD: In Chicago, a pharma-ceutical firm discovered it had hired gang members in mail delivery and
computer repair. The crooks were stealing computer parts, and using the mail department to ship them to
their own nearby computer store.
Source of information
Former employers, current supervisors, commercial credit rating companies, written references, social
networking sites
Limitations on Background investigations & Reference Checks
- Legal issues : defamation ( phỉ báng)

- Legal issues: privacy
- Supervisor reluctance
- Employer guidelines
Making background checks more useful
1. Include on the application form a statement for applicants to sign explicitly authorizing a
background check.
2. Use telephone references if possible
3. Be persistent in obtaining information
4. Compare the submitted resume to the application
5. Ask the open- ended questions to elicit more information from references
6. Use references provided by the candidate as a source for other references
Using pre employment information services
Acquisition and Use of background information

1. Disclosure to and authorization by applicant/employee
2. Employer certification to reporting agency
3. Provide copies of reports to applicant/employee
4. Notice of adverse action to applicant/employee
Chapter 7: Interviewing candidates
1. Basic types of interviews
● Selection interview*
The selection interview is done mainly on the selection day before you train to hire
somebody as an official employee. So, after the recruitment process, you perform the
selection interview to decide whether a person is fixed for the job and the organization. In
general, this is a selection procedure designed to predict future job performance based
on applicants’ oral responses to oral inquiries.
● Appraisal interview
An interview in which the supervisor and employee review and discuss a person’s rating
and the possible actions that can be taken to improve that person’s performance. (To
remedy deficiencies and reinforce strengths.)
● Exit interview
Interviews with employees who are leaving the firm, conducted for obtaining information
about the job or related matters. This interview will elicit information aimed at giving
employers insights into their companies. Adjusting and improving the performance of
the whole operation later on.
2. Selection interview
2.1 Interview format/structure
● Unstructured (nondirective) interview: An unstructured conversational-style interview in
which the manager follows no set format or guideline.
● Structured (directive) interview: An interview that has predetermined questions prepared
in advance even before the interview so all the interviewers will refer to this list of the
same questions when they interview different candidates for the same job. We may also
have a list of predetermined answers for appropriateness and scoring so that the
interviewer can rate the performance of that applicant.
฀ In many cases, structured interviews are generally best:
A standardized list of questions for all interviewees
● Make interviews more consistent, reliable, and valid

● Help less talented interviewers conduct a better interview
● Enhance job-relatedness (questions chosen related to job performance)
● Reduce overall subjectivity lower potential for bias
>< Need flexibility ฀ ask follow-up questions and pursue points of interest as they developed
฀ The interviewers will have to prepare the basic information about what you need to interview
or what kind of info you want to find out whether it’s a structured interview or not. (By reading
JD, JS, and the candidate’s profile)
Equal Employment Opportunity (EEO) Aspect of Interviews

● What do candidates and interviewers want to learn from interviews
▪ Candidate: salary, other benefits, working conditions, work safety, promotion potential,
opportunities for self-development
▪ Interviewer: job knowledge, motivation, loyalty, personality traits, cooperativeness,
skill/background knowledge, work experience, strengths, and weaknesses
2.2 Interview content
Types of questions asked
Job-related
Situational interview Behavioral interview Stress interview
interview
How the candidate How the candidate … relevant past (Often rude Qs) making
would behave in a reacted to actual job-related the candidate
given/ hypothetical situations in the behaviors. uncomfortable identify
situation. pp with hypersensitivity
past.
e.g., Suppose you e.g., Which applicants & low/high
e.g., Can you think
were in the courses did you stress tolerance
of a time when ...
following situation like best in e.g., Do you think
What did you do?
…. What would you business school? frequent job changes
do? reflect irresponsibility?
2.3 Interview administration

● How to conduct an interview
♦ Unstructured sequential interview:
1 interviewer – 1 applicant, sequential, unstructured format
♦ Structured sequential interview
1 interviewer – 1 applicant, sequential, structured format
� Sequential interview (pvan nối tiếp) có thể có nhiều hơn một interviewer, thay phiên nhau hỏi,
đôi khi sẽ ngầm giám sát và candidate sẽ ko ý thức được là mình đang trong một cuộc pvan. Ưu
điểm là candidate sẽ dễ bộc lộ những khía cạnh, hành vi, cách ứng xử chân thật nhất dẫn đến
kết quả của buổi pvan sẽ đáng tin cậy hơn
♦ Panel/board interview
Many interviewers – 1 applicant can be stressful, challenging (tuy nhiên có tính khách
quan hơn)
♦ Mass interview
1 interviewer – many applicants can be stressful (có sự so sánh, đánh giá giữa các ứng
viên)
♦ Phone interview
(Unplanned) call from interviewer no need to worry about the appearance, focus on the
answer
♦ Computer-based interview
Computerized oral/visual/written questions
♦ Web-based video interview
e.g., Facetime, Skype in-person interview, …
(4 loại đầu là pvan theo số lượng, 3 loại cuối là theo channel)
Ways to make the interview useful
Factors affecting an interview’s usefulness (Mistake interviewer might make when conducting an
interview)
First impressions: may come from appearance, gesture, unfavorable reference letter about an
applicant, the way the candidate response to an email
Candidate-order: bị ảnh hưởng bởi thứ tự của candidate, những người đã pvan phía trước quá tốt
hoặc quá kém sẽ ảnh hưởng đến judgment của ng pvan đối với những candidate sau.
Pressure to hire: tuyển ko đủ ng để đạt chỉ tiêu nên chấm đại hoặc sẽ chấm bias hơn cho những
ng sau để đủ kpi.
Nonverbal: eye contact, voice modulation, energy level, posture
Impression management: use self-promotion to create an impression of competence, pretend to

agree with the interviewer, …
Applicant characteristics: physical appearance, race, child-care demands, health condition, …
Interviewer’s behavior: inconsistency in evaluation, nodding/smiling to signal the desired answer,

…
How to design and conduct an effective interview
● The structured situational interview
Use either situational Qs or behavioral Qs that yield high criteria-related validities
Step 1: analyze the job
Step 2: rate the job’s main duty
Step 3: create interview questions
Step 4: create benchmark answers
Step 5: appoint the interview panel and conduct an interview
How to conduct a more effective interview
Creating an effective interview structure

● Base question on actual job duties
● Use job knowledge, situational or behavioral Qs, and objective criteria to evaluate
interviewee’s responses
● Use the same questions w all candidates
● Use a descriptive rating scale (excellent, fair, poor) to rate answers
● If possible, use a standardized interview form
Example of questions that provide structure

● Situational questions
● Past behavior questions
● Background questions
● Job knowledge questions
Using a streamlined interview process

1. Prepare for the interview
● Knowledge & experience
● Motivation
● Intellectual capacity
● Personality factor
2. Formulate questions to ask in the interview
● Knowledge & experience factor
● Motivation factor
● Intellectual factor
● Personality factor
3. Conduct the interview
● Have a plan
● Follow your plan
4. Match the candidate to the job
Guidelines for interviewees

● Preparation is essential
● Uncover the interviewer’s real needs
● Relate yourself to the interviewer’s needs
● Think before answering
● Remember that appearance & enthusiasm are important
● Make a good first impression
● Ask questions
Profile and employee interview

Employers using competency models or profiles (which list required skills, knowledge, behaviors,
and other competencies) can use the profile for formulating job-related situational, behavioral,
and knowledge interview questions.
Extending the job offer

After all the interviews, background checks, and tests, the employer decides to whom to make
an offer using one or more approaches.
● The judgmental approach subjectively weighs all the evidence about the candidate
● The statistical approach quantifies in the evidence and perhaps uses a formula to predict
job success
● The hybrid approach combines statistical results with judgment
Statistical and hybrid and more defensible; Judgmental is better than nothing
A job-offer letter vs an employment contract

● A job-offer letter lists the offer’s basic information, including details on salary and paid,
benefits information, paid leave info, and terms of employment. There should be a strong
statement specifying that the employment relationship is “at will”
● An employment contract often has a duration (such as 3 years). The contract will also
describe grounds for termination or resignation and severance provision. The contract will
almost always also include terms regarding confidentiality, nondisclosure requirements, …
What to include in a job-offer letter?

In the job-offer letter, the employer lists the offer’s basic information
● A welcome sentence
● Job-specific information (e.g., details on salary and pay), benefits information, paid leave
info, and terms of employment (including, for instance, successful completion of job
testing and physical exams)
● A strong statement that the employment relationship is “at will”
● A closing statement welcome the employee, mentions who to contact for further info
● Instructs the candidate to sign the letter of offer if it is acceptable
It is prudent to have an attorney review the offer before extending it.

CHAPTER 8: TRAINING AND DEVELOPING
EMPLOYEES
I. Orienting and Onboarding new employees.
1. The purpose of employee orientation/onboarding.
 Employee orientation/onboarding:
- Provides new employees with the basic background information
(computer passwords, company rules, etc.) they need to do their jobs.
- Help them start becoming emotionally attached to and engaged in the
firm.
 Accomplishing 4 things when orienting new employees:
- Make them feel welcome, at home and a part of the team.
- Make sure that they have basic information to function effectively (email
access, personnel policies and benefits, expectations in terms of work
behaviour).
- Help them understand the firm in a broad sense (past, present, cultures,
vision of future).
- Socializing the person into the firm’s culture and ways of doing things.
2. Orientation Process.
 The length of the process depends on what you want to cover.
 Most takes several hours.
 The HR specialists (office managers in smaller firms) perform the first part of
the orientation by explaining basic matters like working hours and benefits.
Then:
- Explaining the department’s organization.
- Introducing him/her to their new colleagues.
- Familiarizing them with the workplace.
- Reducing first-day jitters.
 Supervisors should be vigilant.
Example: - Facilities tour (take them go our the company and observe
machines,...) (phải coi lại)
 The Employee Handbook: a book including statements of company policies,
benefits, and regulations do not constitute the terms and conditions of an
employment contract, either expressed or implied.
 Orientation Technology.
II. Overview of the Training Process.
 Training: giving new or current employees the skills that they need to perform
their jobs, such as showing new salespeople how to sell your product.
1. Knowing your employment law.

 Training and the law:
 Inadequate training can also expose the employer to liability for negligent
training.
 Negligent training: A situation where an employer fails to train adequately,
and subsequently harms a third party.
 Aligning Strategy and Training:

 The employer’s strategic plans should govern its training goals.
 In essence, the task is to identify the employee behaviours the firm will need
to execute its strategy, and from that deduce what competencies (skills,
knowledge) employees will need.
2. The ADDIE Five-Step Training Process.

 Step 1: Analyse the training need  address the employer’s strategic/longer
term training needs and/or its current training needs.
 Strategic training needs analysis:
- Identifies the training employees will need to fill these future jobs.
- Strategic goals often mean the firm will have to fill new jobs.
 Current training needs analysis:
- Most training efforts aim to improve current performance- specifically
training new employees, and those whose performance is deficient.
- The main task for new employees is to determine what the job entails and
to break it down into subtasks, each of which you will then teach to the
new employees.
- Analysing current employees’ training needs is more complex as you must
also ascertain whether training is the solution.
 Task analysis for analysing new employees’ training needs:
- Particularly with lower-level workers.
- Task analysis is a detailed study of a job to identify the specific skills
required.
 Competency profiles and models in training and development:
- Competency model: A graphic model that consolidates, usually in one
diagram, a precise overview of the competencies (knowledge, skills,
behaviours) someone would need to do the job well.
- With many competency-oriented training programs, trainees don’t learn
just by taking class but through a mix of real-world exercises, teamwork,
and online resources, under a learning coach  Show mastery of
particular competencies.
 Performance analysis: analysing current employees’ training needs:
- Performance analysis: Verifying that there is a performance deficiency and
determining whether that deficiency should be corrected through training
or through some other means (transferring the employee).
- Ways to identify how a current employee is doing:
 Performance appraisals
 Job-related performance data (productivity, absenteeism, etc.)
 Observations by supervisors or other specialists.
 Interview with the employee or his/her supervisor.
 Tests of things like job knowledge, skills, attendance.
 Attitude surveys.
 Individual employee daily diaries.
 Assessment centre results.
 Special performance gap analytical software.
 Step 2: Design the overall training program.

 Design: Planning the overall training program including training objectives,
delivery methods, and program evaluation.
 Sun-steps: Including setting performance objectives, creating detailed training
outline (all training program steps from start to finish), choosing a program
delivery method (lectures/Web), and verifying the overall program design
with management.
 Setting learning objectives:
- Training, development, learning, or instructional objectives should
specify in measurable terms what the trainee should be able to do after
successfully completing the training program.
- One constraint is financial. The employer will generally want to see and
approve a training budget for the program.
 Creating a motivational learning environment:
- The best training starts not with a lecture but by making the material
meaningful.
- Learning requires both ability and motivation.
 Making the learning meaningful:
- At the start of the training, provide a bird’s-eye view of the material that
you are going the present.
- Use familiar examples.
- Organize the information so that you can present it logically, in meaningful
units.
- Use terms and concepts that are already familiar to trainees.
- Use visual aids.
- Create a perceived training need in trainees’ minds.
 Make skill transfer obvious and easy:
- Maximize the similarity between the training situation and the work
situation.
- Provide adequate practice.
- Label or identify each feature of the machine and/or step in the process.
- Direct the trainees’ attention to important aspects of the job.
- Provide “heads-up” information (let trainees know what would occurs
while working).
- Trainees learn best at their own pace.
 Other training design issues:
- Managers:
 Review alternative training methodologies (lectures, Web-based,
etc.) and choose the likely methods for their program.
 Decide how to organize the various training content components,
choose how to evaluate the program, develop an overall summary
plan for the program, and obtain management’s approval to move
ahead.
 Step 3: Develop the course (actually assembling/creating the training

materials).
 Program development:
- Assembling the program’s training content and materials.
- Choosing the specific content which the program will present as well as
designing/choosing the specific instructional methods (lectures, cases,
Web-based, etc.) you will use.
 Step 4: Implement training, by actually training the targeted employee group

using methods such as on-the-job or online training.
 Implement: Provide the training, using one or more of the instructional
methods.
 On-the-job training (OJT): Training a person to learn a job while working on it.
 Types of OJT:
- Coaching/Understudy method: An experienced worker or the trainee’s
supervisor trains the employee.
- Job rotation: An employee (usually management trainee) moves from job
to job at planned intervals.
- Special assignments: Give lower-level executives first-hand experience in
working on actual problems.
 Apprenticeship training: A structured process by which people become skilled
workers through a combination of classroom instruction and on-the-job
training.
 Job instruction training (JIT): Using each job’s basic tasks, along with key
points, in order to provide step-by-step training for employees.
 Step 5: Evaluate the course’s effectiveness.

 Some several things that we can measure:
- Participants’ reactions to the program.
- What (if anything) the trainees learned from the program.
- To what extent their on-the-job behaviour or results changed as a result of
the program.
 Designing the Study:
- In deciding how to design the evaluation study, the basic concern is “How
can we be sure that the training caused the results that we’re trying to
measure?”
- Controlled experimentation: Formal methods for testing the effectiveness
of a training program, preferably with before-and-after tests and a control
group.
 Categories to measure: Reaction, Learning, Behaviour and Results.
* Bổ sung chapter 8:
Training
When: direct after orientation
What:
-Giving new or current employees the skills needed to perform the job
EX: current jobholder explains the job to the new hire…..
Why is it important
Aligning training and strategy

The aims of firm’s training programs must be related to the company’s strategic
goals
CHAPTER 9: PERFORMANCE MANAGEMENT AND APPRAISAL
9.1. Basics of Performance Appraisal (p. 274)
Performance appraisal: Evaluating an employee’s current and/or past performance relative to his or
her performance standards
Performance management: an integrated approach to ensuring that an emplyee’s performance

supports and contributes to the organisation’s strategic aims.
Why Appraisal Performance: 5 reasons
- Pay, promotion and retention decision.

- A central role in the employer’s performance management process 🡺 Ensure employee’s
performance makes sense to overall goals.
- Develop a plan to correct deficiencies and reinforce subordinate’s strengths.
- Review employee’s career plans (strengths and weaknesses).
- Identify training need and remedial steps.
Who should do the appraising? HR department: policy-making and advisory roles (viet them
Performance appraisal process: 3 steps
- Setting work standards.

- Accessing the employee’s actual performance relative to those standards.
- providing training, feedback, incentives 🡺 Eliminate performance deficiencies or continue to
perform above par.
Defining the job: agreement of manager and subordinate on duties, job standards and appraisal
method will be used.
Defining the Employee’s Goals and Performance Standards (p. 275)

Performance Appraisal decide what should be: expectations related performance standards
Managers use one or more of 3 bases:
- Numerical Goals (work putout, goal achievement): should be “SMART”: Specific (clearly
state the desired results), Measurable (in answering how much), Attainable (achievable, not
too tough or too easy), Relevant (to what’s to be achieved) and Timely (in reflecting
deadlines and milestones).
ex: cost reduction, efficiency, profitability
- Job dimensions/traits (communication, teamwork, etc.)
ex: technical skills, negotiation skill
- Behaviours/competencies.
ex: communication/ teamwork/ loyalty

🡺 Establish performance standards.
Who should do the Appraising? (p. 276)
-
- Immediate supervisor – the heart of most appraisal process
- HR Department – advisory role:
+ Advice, make final decisions for operating managers;
+ Improve supervisor’s appraisal skills, monitor the appraisal system’s effectiveness,
ensure it complies with Equal Employment Opportunity (EEO) laws.
- It is not advisable to rely only on supervisors’ appraisals 🡺 Several options: (p.276-277)
+ Peer Appraisals – Appraisals by one’s peers: Peers see what boss never see; an
immediate positive impact on open communication, task motivation, social loafing,
group viability, cohesion and satisfaction.
+ Rating Committees: Consists of employee’s immediate supervisor and other
supervisors 🡺 Different facets of employee’s performance will be observed.
+ Self-rating: in conjunction with supervisor’s rating (basic problem: rate themselves
higher than peers or supervisors).
+ Appraisal by subordinates: (Anonymity) Many employers have subordinates rate
their managers for developmental rather than pay purpose.
+ 360-degree feedback: (using online ratee appraisal surveys) feedbacks on employee
from supervisors, subordinates, peers, internal/external customers. 🡺 Results are
mixed.
Techniques for Appraising Performance
1. Graphic Rating Scale Method: Graphic rating scale: A scale that lists a number of traits and a
range of performance for each. The employee is then rated by identifying the score that
best describes his/her level of performance for each trait. (cho điểm từng skill, xong tính
điểm tổng cho từng nhân viên)
Competency
2. Alternation ranking method: Ranking employees from best to worst on a particular trait,
choosing highest, then lowest, until all are ranked. (sắp xếp nhân viên về 1 skill duy nhất)
3. Paired comparison method: Ranking employees by making a chart of all possible pairs of
the employees for each trait and indicating which is the better employee of the pair. (so
sánh theo cặp)
4. Forced distribution method: (p. 280) chia nhân viên thành từng top, tốt, khá, thường, yếu,
nếu thăng tiến thì top đầu, sa thải thì top cuối
- Similar to grading on a curve; predetermined percentage of rates are placed in various
performance categories.
- Advantage: prevent supervisors from rating all/most “satisfactory” or “high”; decrease
discriminatory adverse impact.
5. Critical incident method: (đưa ra sự cố tiêu biểu có thể là tốt hoặc không tốt, sau đó so
sánh nhân viên làm tốt hay chưa)
- Keeping a record of uncommonly good or undesirable examples of an employee’s work-
related behaviour and reviewing it with the employee at predetermined times.
- Provides examples to explain the ratings, make the supervisor think about it all the year.
- Downside: Not provide relative r atings for pay raise purposes.
6. Narrative form: (p. 282)

- All or part of the written appraisal may be in narrative form.
- Provides past performance and required aspect of improvement.
7. Behavioural anchored rating scale (BARS): (p.283-285) dựa nên behaviour nhưng có
anchored
- An appraisal method that aims at combining the benefits of narrative critical incidents and
quantified ratings by anchoring a quantified scale with specific narrative examples of good
and poor performance.
- 5 steps of developing BARS:
+ Write critical incidents.
+ Develop performance dimensions.
+ Reallocate incidents.
+ Scale the incidents.
+ Develop a final instrument.
- 8 performance dimensions: Knowledge and Judgment; Conscientiousness; Skill in Human
Relations; Skill in Operation of Register; Skill in Bagging; Organisational Ability of Checkstand
Work; Skill in Monetary Transactions; Observational Ability.
- Advantages:
+ Critical incidents along scale illustrate what to look for (superior, average, poor
performance).
+ Critical incidents make it easier to explain the ratings.
+ Clustering critical incidents into many performance dimensions helps make the
performance dimensions more independent of one another.
+ BARS is similar to Behavioural Observation Scales (BOS), but the latter involves rating
how frequently the rates exhibit the illustrative behaviours.
8. Mix standard scales: (p. 285)

- Similar to BARS. However, the employer “mixes” together sequentially the good and poor
behavioural example statements when listed them.
- Aims to reduce errors by making it less obvious to the appraiser:
+ What performance dimensions he/she is rating.
+ Whether behavioural example statements represent high/medium/low
performance.
9. Management by Objectives (MBO): (p. 285) tiêu chuẩn nhân viên có phù hợp với mục tiêu
phòng ban, công ty hay không
- Multistep company-wide goal-setting and appraisal program.
- Manager should set measurable and relevant goals.
- 6 steps:
+ Set the organisation’s goals.
+ Set departmental goals.
+ Discuss departmental goals.
+ Define expected results (set individual goals).
+ Conduct performance reviews.
+ Provide feedbacks.
- Their use has diminished as MBO requires time-consuming meetings.
10. Computerized and Web-Based Performance Appraisal (p.286): đánh giá về cách họ trả lời
mail,...
- Support part of the appraisal.
- Combined several appraisal tools, usually graphic ratings anchored by critical incidents.
11. Electronic performance monitoring (EPM) (p. 286):
- Having supervisors electronically monitor the amount of computerized data an employee is
processing per day, and thereby his/her performance.
- Improve productivity but also raise employees’ stress.
- Represent the future of performance feedback.
12. Conversation Days (p.287): 1 năm họp chia sẻ, đánh giá 1 lần
- Sometimes we need semiannual “conversation days” for improvement and growth, setting
stretch goals that align with the employee’s career interests.
Dealing with Rater Error Appraisal Problems (p.288)

Potential Rating Problems:
- Unclear standards:
+ An appraisal that is too open to interpretation
+ Way to fix: include descriptive phrases that illustrate each trait 🡺 more consistent,
more easily explained appraisals,
- Halo effect:
+ In performance appraisal, the problem that occurs when a supervisor’s rating of a
subordinate on one trait biases the rating of that person on other traits.
+ To reduce this, we can use BARS.
- Central tendency:
+ A tendency to rate all employees the same way, such as rating them all average. 🡺
Distort the evaluations, less useful for promotion, salary, counselling purposes.
+ To reduce this, ranking employees instead of using graphic rating scales.
- Strictness/Leniency:
+ The problem that occurs when a supervisor has a tendency to rate all subordinates
either high or low.
+ Ranking forces supervisors to distinguish between high and low performance.
- Recency effects: (p.290)
+ Letting what employee has done recently blind you to what his/her performance has
been over the year.
+ To reduce this, accumulate critical incidents all year long.
Đề thi Final năm ngoái:

+ PART I: (3 PTS)
+ What is the role of human resource management in an organization?
Explain. (3 pts)
+ To understand what human resource management is, it’s useful to start
with what managers do. Elance is an organization. An organization
consists of people (in this case, people like Elance’s own in-house sales
managers and Web designers) with formally assigned roles who work
together to achieve the organization’s goals. A manager is someone
who is responsible for accomplishing the organization’s goals, and who
does so by managing the efforts of the organization’s people.
+ Most writers agree that managing involves performing five basic
functions: planning, organizing, staffing, leading, and controlling. In
total, these functions represent the management process. Some of the
specific activities involved in each function include:
+ ●● Planning. Establishing goals and standards; developing rules and
procedures;
+ developing plans and forecasts
+ ●● Organizing. Giving each subordinate a specific task; establishing
departments;
+ delegating authority to subordinates; establishing channels of authority
and
+ communication; coordinating the work of subordinates
+ ●● Staffing. Determining what type of people should be hired;
recruiting prospective employees; selecting employees; setting
performance standards; compensating employees; evaluating
performance; counseling employees; training and
+ developing employees
+ ●● Leading. Getting others to get the job done; maintaining morale;
motivating
+ subordinates
+ ●● Controlling. Setting standards such as sales quotas, quality
standards, or production levels; checking to see how actual
performance compares with these standards; taking corrective action
as needed
+ In this book, we will focus on one of these functions—the staffing,
personnel management, or human resource management function.
Human resource management
+ (HRM) is the process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations,
health and safety, and fairness concerns. The topics we’ll discuss should
therefore provide you with the concepts and techniques every
manager needs to perform the “people” or personnel aspects of
management. These include:
+ ●● Conducting job analyses (determining the nature of each
employee’s job).
+ ●● Planning labor needs and recruiting job candidates.
+ ●● Selecting job candidates.
+ ●● Orienting and training new employees.
+ ●● Managing wages and salaries (compensating employees).
+ ●● Providing incentives and benefits.
+ ●● Appraising performance.
+ ●● Communicating (interviewing, counseling, disciplining).
+ ●● Training employees, and developing managers.
+ ●● Building employee relations and engagement.

Tong Hop Final Chua Kem MPC

Uploaded by

Copyright:

Available Formats

Tong Hop Final Chua Kem MPC

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Tong Hop Final Chua Kem MPC

Uploaded by

Copyright:

Available Formats

CHAPTER 1 INTRODUCTION TO HUMAN RESOURCES

LINE MANAGER STAFF MANAGER

HRM Responsibilities: HRM Duties:

a. Shared service/ Transactional HR group:

Shared Corporate Embedded Center of

Assign staff to specific X

Help with daily HR X X

Help with top X

Help with specific, X

1. Workforce & demographic trends:

2. Trends in how people work:

- Shift from manufacturing jobs to service jobs (consultants, lawyers,...)

1. The new HR Managers:

2. High-performance work systems

HR department lever Employee cost lever Strategic results lever

Ensure HRM function is Ex: Ex:

Providing evidence for HRM decision making

Actual measurements Existing data Research studies

The Management Planning Process

Management planning process consists of five steps:

What Is Strategic Planning?

The Strategic Management Process

• Step 1: Define the current business (what we sell, where, how?)

Managers’ Roles in Strategic Planning

Devising the company’s overall strategic plan is top management’s responsibility.

Strategic Human Resource Management

Strategic human resource management

3 Strategic Human Resource Management Tools

HR Metrics, benchmarking, and Data Analytics

Human resource metrics

Strategy and Strategy-Based Metrics

High-Performance Work Systems (HPWS)

Employee engagement guide for Managers: Employee engagement and

Improve Employee Engagement?

● providing supportive supervision

4.2. The basics of Job Analysis

What Is Job Analysis?

Uses of Job Analysis Information

Conducting a Job Analysis – 6 STEPS

*3 way to redesign specialized job:

4.3. Methods for collecting job analysis information

Method Information sources Avantages Disadvantages Formats

Interview Distorted information -Structured

Observation Observing and noting -Provides first-hand -Time consuming

*Note for questionnaires:

*Best use of observation

b. Department of labor (DOL) procedure:

c. Functional job analysis: similar to DOL method-> rate worker functions

4.4. Writing Job Descriptions

4.4. Writing Job Specifications

a. Jobs Specifications for Trained versus Untrained Personnel

b. Specifications Based on Judgment

c. Job Specifications Based on Statistical Analysis

The Job-Requirements Matrix

Job analysis in a worker-empowered world

Other changes at work

Competency-based job analysis

How to write job Competency-based job description

Writing a competency statement -> need 3 elements: