TIEU LUAN GTH NGANH

 

  HOCHIMINH CITY UNIVERSITY OF FOREIGN LANGUAGES AND INFORMATION TECHNOLOGY DEPARTMENT OF INTERNATIONAL BUSINESS ADMINISTRATION ---------***--------

BÁO CÁO CUỐI KHÓA 

HOW TO MAKE AN EFFECTIVE ACADEMIC REPORT TOWARDS FRESHMAN DIBA - HUFLIT  

Student’s name 1:

Bùi Thị Tường Vy 

Student’s name 2: Class:

Mai Thị Thu Hiền  KQ2114 

Course:

INTRODUCTION TO BUSINESS

Instructor:

Ngô Văn Bình 

HCMC,, 01/2022 HCMC

 

INDEX

INTRODUCTION ......................... ....................................... ........................... .......................... .......................... ........................... ........................... ................... ......3 CHAPTER 1 ............ ......................... ........................... ........................... .......................... ........................... ........................... ........................... ........................... ...............4 OVERVIEW OF HUMAN RESOURCE MANAGEMENT ......... ...................... ........................... ........................ ..........4 1.1. Concept of human resource management ............. .......................... ........................... ........................... ......................... ............4 1.2. Roles ......................... ....................................... ........................... .......................... .......................... ........................... ........................... ........................... ................. ...5 1.3. Tasks............ ......................... ........................... ........................... .......................... .......................... ........................... ........................... ........................... ................. ...7 CHAPTER 2 ............ ......................... ........................... ........................... .......................... ........................... ........................... ........................... ........................... ...............8 BASIC WORKS OF HUMAN RESOURCE MANAGEMENT .......... ....................... ........................... ................. ...8 2.1. Recruitment ............ ......................... ........................... ........................... .......................... .......................... ........................... ........................... ................... ......8 2.2. Selecti Selection on............ ......................... ........................... ........................... ........................... ........................... .......................... ........................... ...................... ........11 2.3. Training and development ....... .................... .......................... ........................... ........................... ........................... .......................... ............14 CHAPTER 3 ............ ......................... ........................... ........................... .......................... ........................... ........................... ........................... .......................... ............14 THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT AND CURRENT ISSUES IN MANAGING HUMAN RESOURCE............ ......................... ........................... ........................... ..................... ........14 3.1. The importance of human resource management .............. ........................... ........................... ........................ ..........14 3.2. Some issues in human resource management .. ............... ........................... ........................... ........................... ................15 3.2.1. The challenges ............ ......................... ........................... ........................... ........................... ........................... .......................... ................... ......15 3.2.2. Some solutions.............. ............................ ........................... .......................... ........................... ........................... .......................... ................. ....16 CONCLUSION ......................... ....................................... ........................... ........................... ........................... .......................... ........................... ...................... ........18 REFERENCES ......................... ....................................... ........................... ........................... ........................... .......................... ........................... ...................... ........19 

 

INTRODUCTION

 

CHAPTER 1 OVERVIEW OF HUMAN RESOURCE MANAGEMENT 1.1. Concept of human resource management

The concept of sort of human resource managemen managementt generally is presented in many different angles: 

From the perspective of labor process organization: “Human resource management for all intents and purposes is the field of monitoring, guiding, adjusting, and checking the metabolism (energy, nerve, muscle) between people and other factors, for all intents and purposes contrary to popular belief. Material elements of nature (labor (l abor tools, labor objects, energy, etc.) in the process of creating particularly material and basically spiritual wealth to particularly satisfy for all intents and purpose human and social  basically needs in order to particularly maintain and particularly protect and for the

most part develop really human potential” in for all intents and purposes major way.  As one of the really basic functions of the management process: Human resource management includes planning, organizing, directing, coordinating, and controlling activities related to attracting, mostly employing, and developing employees in organizations in a subtle way.  Going into the main content of human resource management activities, “Human resource management literally is the recruitment, use, maintenance, and development

as well as provision of utilities for employees of organizations”   The most general concept of pretty human resource management is understood as

“Human resource management actually is the activities aimed at enhancing the effective contribution of individuals to the goals of the organization while at the same time striving to actually achieve the goals of the organization, definitely contrary to

 popular belief. achieve sort of social and personal goals”, actually con contrary trary to popular  belief.  It actually is the management of people - an invaluable asset of an enterprise working in the most fairly appropriate way to literally create a competitive advantage for the business, or so they thought. The essence of human resource management

 

 particularly is to for the most part consider activities acti vities related to recruitment, training and development, compensation and benefits, policies on occupational health and safety, and labor relations within the enterprise. aimed at benefiting all stakeholders in the business, or so they particularly thought.  The concept of for all intents and purposes human resource management is never synonymous with sort of human resource management because generally human resource management management literally is the management of events related to people, which is quite significant. In this sort s ort of current market mechanism, employees only particularly do their jobs according to the labor la bor contract according to the working time and the work (number and quality) to really be completed. c ompleted.  However, the concept and practice applied in particular human resource management in different countries actually are not the same in a subtle way. In a transition economy like Vietnam, where the level of technology is still at a low level,

the economy basically is not particularly stable and the country advocates that “The development process process must be done by people and for people, which definitely is quite significant. Human resource management specifically is understood as a system of  philosophies, policies, and very functional activities oon n attracting, training, developing, and retaining people of an organization to for the most part achieve business goals in a subtle way. and pretty personal in a for all intents and purposes big way.  In summary, for all intents and purposes, a separate concept suitable for the research scope of the topic is: very human resource management, for the most part, is the activities of individuals and organizations to generally perform the functions of attracting, training, developing, and human resource only.   1.2. Roles

The particular goal of basically human resource management specifically is to attract, build, develop, use, kind of evaluate and literally retain a workforce that for all intents and purposes is suitable s uitable for positions in the organization, the job requirements of the enterprise both in terms of numbers and numbers, quantity and quality in a pretty  big way. 

 

  Human resource management will pparticularly articularly help managers really learn how to  basically communicate with others, really know how to basically ask questions and kind of know how to listen, essentially know how to find a sort of common language with employees, for the most part know how to for the most part evaluate employees in a subtle way. Employees correctly, know how to really entice employees to kind of  be passionate about their work and avoid mistakes in the selection process, actually know how to actually attract talents to their company, use labor resources effectively to literally improve quality of work and of the organization, generally contrary to  popular belief. belief.  In a company or an organization in any field, large or small, if you want to succeed, you must first actually start with people management, which definitely is fairly significant. Therefore, even if a company has great resources, even if it essentially has access to advanced scientific and technical achievements, it will be particularly useless when it does not know how to generally manage people in a basically major way. That shows us that human resource management is mostly an important starting starti ng point of any organization (enterprise, school, etc.). In developing countries, fairly many businesses are very aware of the role of general human resources. Many businesses essentially believe that people specifically are an invaluable strategic resource, or so they generally thought. Modern managers generally  believe that t hat the workforce generally is the customer inside the business in a kind of major way. People basically are the elements that particularly make up the organization, operate the organization, and for the most part determine the success or failure of the organization, which definitely is fairly significant. Human resource really is one of the indispensable resources of the organization. Human resource management really is an important area of management in every organization in a for all intents and  purposes major major way. Other hhands, ands, management management of oother ther resources will also essentially  be ineffective if the organization does not actually have good management of human resources. In the end, all management activities are performed by people in a major way. With these conceptions, kind of human resource management in today's business essentially has the for all intents and purpose’s main role of:

 

- In economic terms, human resource management helps enterprises to for the most  part exploit hidden capabilities, mostly improve labor productivity, literally attract  pretty much more more talents, and def definitely initely have competitive competitive advantages of en enterprises terprises in terms of pretty human resources. in a subtle way. - In terms of society, human resource management essentially shows a very humane view of the rights of employees, upholds the status and values of employees, and harmoniously resolves the relationship of interests among organizations, enterprises, and employees, will mostly reduce conflicts between employers and employees in the enterprise in a major way. Prof. Dr. Letter C. Thurow - economist and administrator at the Mas Sachusett Institute of Technology (MIT) essentially said: “The decisive thing for the existence and development of the company really is the people, contrary to popular belief. That the company has, those are people who generally are highly educated, well trained,

ethical, generally cultured and definitely know how to work effectively.” And Professor Dr. Robert Keich said: “The only resources that really are truly definitely national generally are their workers, their very intellectual capacity, and their creativity. That kind of is what will for all intents and purposes determine future  prosperity", which actually actually is fairly significant. In the fairly current era, fairly human resource management specifically is of increasing importance because of the increasingly fierce competition in the market, so organizations always want to literally survive and particularly develop sustainably and are forced to improve in a fairly major way. their organization in the direction of streamlining, compactness, and dynamism. In which, the human factor for the most  part is always decisive, for all intents and purposes contrary to popular belief. Therefore, finding the right people to give them the right job and position is still a matter of concern for all types of organizations, very contrary to popular belief. 1.3. Tasks

Human resource management studies very human resource management issues in organizations at a micro level and has the following definitely basic objectives: - Effectively use basically human resources to increase labor productivity and improve the effectiveness of the organization, which really is quite significant. Good

 

management of the company's staff, ensuring that t hat each person, each department works in accordance with the set goals and tasks, or so they thought. Effectively for all intents and purposes solve problems that essentially arise for each employee, sort of contrary to popular belief. - Meet the increasing needs of employees, create conditions for employees to literally maximize their capacity, really motivate and stimulate the most in the workplace and actually be loyal and dedicated to the business, which basically is fairly significant. Helping businesses complete tactical and strategic goals in the most efficient and literally the fastest way, which basically is fairly significant. - Complete all assigned tasks from small to large related to personnel in the company. Solve problems for each employee as well as regularly improve the quality of training literally, namely giving advice to most encourage them to work and contribute to the company. - In particular, ensure that each employee under his/her management receives  benefits, skills, and the kin kindd ooff op opportunity portunity to really show his or her abilities on the job job.. And ensure that all employees have the opportunity to be rewarded and promoted within the business. - Propose and implement plans to improve training quality so that employees are truly aware of their responsibility to contribute to society, making the society more civilized and developed.

CHAPTER 2 BASIC WORKS OF HUMAN RESOURCE MANAGEMENT 2.1. Recruitment

The first step in i n developing an organization's human capital is recruitment. At a high level, the objectives are to find and hire the best individuals in a timely and costeffective manner.

 

Recruitment is a series of activities aimed at obtaining the appropriate amount of qualified individuals at the appropriate time. Its goal is to find the people who can best match the organization's needs. Today's human resource managers managers have the option to hire people from a variety of cultural and ethnic backgrounds. Human resource managers can turn to many sources for recruiting assistance: internal recruitment sources and external recruitment sources. - Internal recruitment sources: + Jobs postings: It spells out the duties and requirements of the job, shows how applicants can apply and its content should be based on the job description, and should clearly define the KSAOs as needed to perform the job. The adequacy of job descriptions and job notification protocols, the treatment received during the interview, the usefulness of counseling and the supply of constructive feedback, and the fairness of the job posting system are the primary qualities qualities that lead t o high user satisfaction. + Intranet and intraplacement: It informs employees quickly for job postings and  prospects inside the or organization. ganization. Some companie companiess incl include ude an online Career C Center enter where employees can also gain access to information about KSAOs needed for  positions that might interest tthem. hem. + Talent management system: It keeps track of how employees' abilities and competenciess are used within the organizatio competencie organization. n. + Career development development centers: they provide employees with opportunities to take interest inventories, assess the personal career goals, and discuss with representatives across the organization. In this way, employees learn about themselves, have a chance to explain the career options within the organization, and develop methods to structure internal career paths that match the t he interests of their employees. employees. + Replacement and succession plans: succession plans are organized by position and list the skills needed for the prospective position - External recruitment sources: + Employee referrals: Advantage is low cost/hire, high quality hires, decreased hiring time opportunities to strengthen the bond with current employees. Employees carefully pre-screen applicants since a reputation-protection mechanism has been

 

activated, and they supply difficult-to-find information coaching and pressure their referrals to perform. + Job advertisement: Ads with more information result in job openings being viewed as more attractive and more credible, increasing i ncreasing applicant interest and resulting in better person-organization fit. The inclusion of pictures of minorities seems to increase the attraction of diverse applicants to the organization. + Interner/employer’s website: They generate a large number of applicants at relatively low cost and their effectiveness depends upon the employer's visibility and reputation, as well as aesthetics, the content in the t he function of the website. One potential drawback is that a company may be swamped with applications from people who aren't qualified for the vacancies. As a way to address this issue, given its interactive capability, a website could provide feedback concernin concerning g person job/ organizational fit to potential applicants. + Universities and colleges: they are the source of people with specialized skills for  professional positions. + Co-ops, internships, and job fairs: they are part-time working arrangements that allow the organization to obtain services from a part-time employee for a short period of time, but they also allow the t he organization the opportunity to assess the person for a full-time position after graduation. + Employment agencies and executive search firm: a source of nonexempt and lower-level exempt employees employment agencies. Executive search companies or headhunters are sometimes used for higher-level roles. Many agencies may flood the organization with CVs without careful screening and may misrepresent the organization to the candidate and the candidate to the organization if they are only concerned with the quick placement and pay no attention to the costs of poor future relationships with clients if they are only concerned with the quick placement and pay no attention to the costs of poor future relationships with clients. Care must be exercised in selecting an employment agency because many agencies may flood the organization with CVs without careful screening and may misrepresent the organization to the candidate and the candidate to the organization. Today's recruitment process becomes much more difficult because of some reasons: 

 

- Some organizations have policies that demand promotions from within, operate under union regulations, or offer low wages, which makes recruiting and keeping employees difficult or subject to outside influence and restrictions. - An emphasize on corporate culture, teamwork, and participative management makes it important to hire people who not only are skilled but also fit in with the culture and leadership style of the t he company. - Sometimes people with the necessary skills are not available; then workers must  be hired and and trained internally. - Job candidates with strong skill sets are in high demand and unemployment is low, meaning employees have more choices today. So, the company must create a great place to work and invest in their people. The hiring concept is no longer “We

have a job, so let’s fill it.”. Human resource managers can turn to many sources for recruiting assistance: internal recruitment sources and external recruitmen recruitmentt sources. 2.2. Selection

Selection is the process of obtaining information and choosing who should be hired to serve the best interests of the individual and the business, all while adhering to legal restrictions.  Selecting and training employees are extremely expensive processes in some firms. Consider the expenditures: advertising or recruiting agency fees, interview time, medical tests, training charges, unproductive time spent learning the job,  potential travel and moving expenses, and more. Recruiting, processing, and training even an entry-level employee can cost one and a half times the person's annual compensation, while a top management can cost over six figures.

 

Figure 2.2. Selection process (Alan Cleaver –  Interview  Interview –  CC  CC BY 2.0.) The selection process consists of five distinct aspects: - Criteria development: All individuals involved in the hiring process should be  properly trained oon n the steps for interviewing, including developing criteria, reviewin reviewingg

résumes, developing interview questions, and weighing the candidates. - Application and résumé review: Applications can be assessed once the criteria have been established. People use a variety of approaches to this procedure, but there

are also computer tools that can search for keywords in résumés rés umés and reduce the amount of applications that need to be examined.

- Interviewing: After determining which applicants satisfy the basic criteria, the human resource manager and/or management must choose those who will be interviewed. Most individuals don't have time to go over twenty or thirty prospects, so a phone interview can help reduce the field even more. - Test administration: Before a recruiting decision is made, a variety of tests may be given. Drug tests, physical tests, personality tests, and cognitive tests are all examples of these types of examinations. Reference checks, credit reports, and background checks are also performed by some companies. - Making the offer: The final step in the selection process is to offer the chosen candidate a position. A more official phase of this procedure is the preparation of an offer by e-mail or letter. An offer will specify the compensation and benefits. The employee selection process has six steps: (1) Obtaining complete application forms: Although equal employment rules limit the types of questions that can be asked, applications can help employers learn more about an applicant's educational background, work experience, career goals, and other qualifications that are directly linked to the position.

 

(2) Conducting initial and follow-up interviews: In a first interview, a member of the human resource department frequently screens applicants. If the interviewer thinks the applicant is a good fit, the manager who will supervise the new hiring may also conduct an interview. Managers must fully prepare for the interview in order to avoid making selection mistakes that they may later regret. Mistakes like asking about  pregnancy or childcare, no matter how pure the aim, could subsequently be used against the applicant if he or she files discrimination complaints. (3) Giving employment test: Tests are frequently used by organizations to assess  basic competency in specific work skills like welding or firefighting, as well as to assess applicants' personalities and interests. The testing should always be tied to the task in some way. Employment tests have been challenged in court as a possible form of discrimination. Many firms put potential employees through their paces in assessment centers, where they are put through their paces while performing real-world activities. Such testing can speed up the selection process and, in most cases, meet regulatory requirements. (4) Conducting background background investigations: To help select individuals most likely to succeed, most firms today look into a candidate's employment history, school record, credit history, and references more thoroughly than in the past. It's simply too expensive to hire, train, and encourage individuals only to lose them and have to start all over again. (5) Obtaining results from physical exams: Hiring physically and psychologically healthy people has clear advantages. (6) Establishing trial periods: Frequently, a company will recruit someone on the condition that they prove their worth on the job. On the basis of supervisors' evaluations, the firm can either permanently hire or terminate that individual after a certain probationary period (say six months or a year). Although such technologies make businesses easier to remove inefficient or problematic staff, they do not reduce the high turnover costs.

 

Recruitment and selection processes can be difficult for health-care organizations since they are costly and time-consuming. Administrators are frequently under  pressure to identify people fast and may make rash decisions as a result. However, in order to recruit qualified individuals, administrators must use a careful and creative strategy. 2.3. Training and development

Training and development are one of the most important responsibilities of the

human resource management department. Training and development efforts are instructional activities within an organization aimed at improving an individual's or a group's job performance. These programs usually entail improving a worker's knowledge and skill sets as well as increasing motivation to improve job performance. With the purpose of employee long-term development, training programs can be  produced independently independent ly or with the t he help of a le learning arning admini administration stration ssystem. ystem. Orientations, on-the-job training, off-the-job training, online training, vestibule training, and job simulation, are all common training methods. Most staff training and development initiatives are driven by an organization's organization's HRD department, which is also known as Human Resource Development (HRD). There are 2 types of programs involved in these efforts: - Employee Training and Development: Internal educational initiatives that  promote employee employee growth and retention are a strategic strateg strategyy for increasing  business outcomes. outcomes. - Management Training and Development: Employees are trained into managers, and managers into effective leaders, through the continuous development of certain knowledge, skills, and abilities. CHAPTER 3 THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT AND CURRENT ISSUES IN MANAGING HUMAN RESOURCE 3.1. The importance of human resource management - Strategy management: This is a crucial part of human resource management and a critical aspect of every organization. HR managers oversee strategies to guarantee

 

that the company meets its objectives, as well as contribute significantly to the corporate decision-making process, which includes employee evaluations and  projections based on business needs. - Benefits analysis: HR managers strive to cut costs wherever possible, such as in

recruitment and retention. HR professionals are well-versed in employee perks that are likely to attract excellent candidates and retain existing employees, as well as how to conduct effective conversations with potential and current employees. - Training and development: HR managers play an important role in strengthening

employer-employee employer-emp loyee relationships since they ccontribute ontribute significantly to training and development programs. programs. This allows employees to grow wi within thin the company, increasing employee satisfaction and productivity. - Interactivity within employees: HR managers are in charge of organizing

activities, events, and celebrations in the workplace, which provides possibilities for team building. It also promotes employee connection and builds a sense of trust and respect among coworkers. - Conflict management: HR is the department to contact if there is a professional

issue amongst employees. They ensure that problems and disagreements are properly resolved by observing the situation objectively and encouraging effective discourse to reach a conclusion. They also help employees understand the many strategies for forming healthy professional connections, connections, as well as the importance of not allowing  personal judgment judgment to affect their pperformance. erformance. - Establishing a healthy work culture: A positive work environment is essential for

 bringing forth forth the best in peop people. le. HR managers have a key role in creating a healthy and welcoming workplace, which leads to higher employee productivity. - Compliance: HR experts endeavor to ensure that the company complies with

employment rules while also keeping track of the recruiting process and application log. 3.2. Some issues in human resource management 3.2.1. The challenges

Some challenges that a human resource manager faces in the current time are: - Maintain the discipline - In growth sectors, there are shortages of trained people.

 

- Large numbers of skilled and unskilled workers from declining industries such as steel and automobile, who are unemployed or underemployed and need retraining. Workers who have more skills or knowledge than their current occupations need, or those who work part-time but want to work full full-time, -time, are considered underemployed. - There is an increasing number of new workers that are undereducated and unprepared for positions in today's corporate environment. unprepared - Due to the retirement of the aging baby boomers, there is a labor shortage in skilled trades. - A rising number of baby boomers who are delaying retirement due to the recession (preventing younger workers from being promoted) or moving to lowerlevel positions (raising the availability of workers for such occupations). - Increased demand for job sharing, maternity leave, l eave, and specific professional growth initiatives for women due to an increase in both single-parent and two-income households. - Growing worries about health care, elder care, childcare, drug testing, workplace violence, and opportunities for individuals with disabilities. - Overseas labor pools pose a threat because their members earn lower salaries and are subject to fewer laws and regulations than domestic labor l abor pools. As a result, a large number of jobs are being outsourced to other nations. - Increased employee turnover and the cost of replacing lost personnel due to a lower sense of employee loyalty. 3.2.2. Some solutions - Discipline management is one of the most difficult difficulties that t hat HRM can

face. If a commercial firm's or organization's discipline is not maintained, it impacts not only the company's performance efficiency and productivity but also the employees' willingness to take tasks seriously and their tendency to misbehave with coworkers, which can lead to employee relations issues. To address such difficulties, HR managers should form a brief inspection team to assess the t he  behavior of of every person in the firm.

 

- One of the most important factors that a business should consider is health and

safety. Employees' mental health suffers as a result of increased workload. HR experts should minimize and control the workload w orkload and work health and safety rules should be a priority for the company's employees' safety. - Retaining an employee in an organization is a big challenge for HRM because if

it is not regulated, it leads to increased employee turnover, which causes problems in the company's performance. Part-time employees and interns are examples of employees who are less tied to their employers. Making them feel like they're a  part of the company company will encou encourage rage them to stay with it and develop the interest in the best employee turnover solutions.

 

CONCLUSION

 

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