The role of leadership, at the top of the hierarchy, is consistently rated as the

most important human factor in performance management programs. The quality

of encouragement, guidance and support by the managers can never be
overstated. Experience persistently demonstrated that without the full endorsement
of an organizations leadership, a Performance Management and Measurement is
unlikely to survive. Vai tr ca lnh o, pha trn cng ca h thng phn cp, lun
c nh gi l nht nhn t con ngi quan trng trong cc chng trnh qun l hiu
qu. Cht lngkhuyn khch, hng dn v h tr ca cc nh qun l khng bao gi c
th c phng i. Kinh nghim lin tc chng minh rng nu khng c xc nhn y
ca lnh o ca mt t chc, mt qun l hiu qu v o lng dng nh khng tn ti.

Organizational Performance Management and Measurement is one of the

most popular terms in todays public sector management terminology. The
idea
of managing organizational performance is being widely accepted and
adopted
all over the world. It spread rapidly from the private sector to the public
sector in
the developed world and has recently found its way in many developing
countries. New initiatives and legislations continue to being issued as a
sign of
governments insistence on following the new focus on performance
orientation.
T chc qun l hiu qu v o lng l mt trong nhng
cc k hn ph bin trong thut ng qun l khu vc cng ca ngy hm
nay. tng
qun l t chc biu din ang c chp nhn rng ri v c thng
qua
trn ton th gii. N ly lan nhanh chng t khu vc t nhn cho khu vc
nh
cc nc pht trin v mi y tm thy con ng ca mnh trong
nhiu pht trin
nc. Sng kin mi v php lut tip tc c pht hnh nh l mt du
hiu ca
nhn mnh cc chnh ph v sau mi tp trung vo nh hng thc hin.
Performance management and measurement systems developed as a
means of monitoring and maintaining organizational control, which is the
process
of ensuring that an organization pursues action plans that lead to the
achievement of overall goals and objectives. These goals should in turn be
direct
manifestation of the mission and strategic orientation of an organization
H thng qun l v o lng hiu sut pht trin nh l mt
c ngha l gim st v duy tr kim sot t chc, m l qu trnh
m bo rng mt t chc theo ui k hoch hnh ng dn n vic
t c cc mc tiu tng th. Nhng mc tiu ny nn ln lt l trc

tip
biu hin cc nhim v v nh hng chin lc ca mt t chc
Performance is referred to as being about doing the work, as well as being
about the results achieved. It can be defined as the outcomes of work
because
they provide the strongest linkage to the strategic goals of an
organization,
customer satisfaction and economic contributions. The term Performance
Management and Measurement refers to any integrated, systematic
approach to
improving organizational performance to achieve strategic aims and
promote an
organizations mission and values. In that sense Organizational
Performance
Management is quite different than individual Performance Management
which
specifically targets the personal performance of an employee although the
latter
comprises an essential part of the overall organizational performance
framework.
In fact, a Performance Management system aims at improving the results
of
peoples efforts by linking these to the organizations goals and
objectives. It is,
ideally, the means through which employees performance can be
improved by
ensuring appropriate recognition and reward for their efforts, and by
improving
communication, learning and working arrangements.
Hiu sut c gi nh l v lm vic, cng nh l
v kt qu t c. N c th c nh ngha l cc kt qu ca cng
vic v
h cung cp cc lin kt mnh vi cc mc tiu chin lc ca mt t
chc,
s hi lng ca khch hng v ng gp kinh t. Thut ng "Hiu sut
Qun l v o lng "dng ch bt k, tip cn h thng tch hp
ci thin hiu nng t chc t c mc tiu chin lc v thc y
mt
Nhim v ca t chc v cc gi tr. Trong c ngha hiu sut t chc
Qun l ny rt khc vi qun l hiu c nhn m
c bit nhm vo cc hot ng c nhn ca mt nhn vin mc d sau
ny
bao gm mt phn thit yu ca cc khun kh hot ng t chc tng
th.
Trong thc t, mt h thng qun l hiu qu nhm nng cao kt qu
nhng n lc ca ngi dn bng cch lin kt cc mc tiu v mc tiu
ca t chc. N l,

l tng, cc phng tin thng qua hiu sut ca nhn vin c th

c ci thin bng cch
bo m s cng nhn v khen thng thch hp cho nhng n lc ca h,
v bng cch ci thin
giao tip, hc tp v sp xp lm vic
Qu?n l c hu ong tr nh

Lu?t & Chnh quy ?n

Ch?n ? hi?n th?c c tran g c on.

? Plan ning

Ch?n ? hi?n th?c c tran g c on.

? Imp lemen tation

Ch?n ? hi?n th?c c tran g c on.

? Tes ting & Bi t?p

Ch?n ? hi?n th?c c tran g c on.

? Pro gram C?i

K? ho?c h kinh doanh li n t?c Su

Ch? ng Bus ines s

N?i dung c hnh

Nh

Kinh doanh

Qu?n l c hu ong tr nh
Hi?u s u?t M?c ti u

Prin tPr int

Hi?u s u?t M?c ti u

M?c tiu hi?u s u ?t l c?t m?c qu

H y x em x t c c m?c tiu v m?
V d? v? cc m?c tiu ng?n h?n
Thi?t l?p m?t ?y ban c hu o n g tr
nh gi c hu o ng tr nh p hng
Ti?p c?n v? i c c d?
c h v? kh?n
Ti?n hnh nh gi r ?i ro ? x
Ti?n hnh phn tc h tc ?ng k
Xc ?
nh co h?i ? phng n g?
B?o v? s ? an ton c ?a nh n v
Ci ?t m?t my pht i?n kh ?n
Xy d? ng k? ho?c h tra ng b ?v
V d? v? cc m?c tiu di h?n b
Nng c?p cc b ?o v ? c?a cn
L o?i b? d?n v i?c s? d?ng c c
Ti?n hnh m?t c u?c t ?p tr ?n qu
Chuy?n d?
c h m?t s? ho?c t?t c
Xy d? ng m?t n?n v n ha c?
M?c tiu nn h? u hnh v o lu ?

http://unpan1.un.org/intradoc/groups/public/documents/unescwa/unpan01
0860.pdf

Performance objectives are milestones on the path to achieving your

preparedness programs goals. Objectives should be developed for all
aspects of the program. Include hazard prevention/deterrence, risk
mitigation, emergency response and business continuity.
Consider goals and objectives for managing risk, investing in resources,
establishing capabilities through training and exercising and complying
with regulations. Consider both short-term objectives for the development
of the program and long-term objectives that may require more significant
planning or investment.

Examples of short-term objectives include:

Establish a program committee that includes wide participation from
your company.
Assess your current preparedness program.
Reach out to public emergency services and regulators. Ask for input.
Conduct a risk assessment to identify threat and hazard scenarios and
significant loss potential.
Conduct a business impact analysis to identify the operational and
financial impacts from an interruption or disruption of your business.
Identify opportunities for hazard prevention and risk mitigation.
Protect the safety of your employees by developing evacuation,
sheltering and lockdown plans. Conduct employee training and drills.
Install an emergency generator to power the data center during a power
outage.
Develop plans to equip and configure Plant B as a backup for Plant A.
Examples of long-term objectives include:
Upgrading the protection of the facility by installing a fire sprinkler
system.
Phasing out the use of highly toxic or flammable chemicals.
Conducting a full-scale exercise of our emergency management program
involving public emergency services.
Shifting some or all operations to a location that is less susceptible to
natural hazards such as earthquakes, hurricanes or flooding.
Building a culture of preparedness in the workplace and encourage
employees to have a plan at home.
Objectives should be tangible and measurable. When the program is
reviewed (see Program Improvement) determine whether objectives have
been achieved.
Mc tiu hiu sut l ct mc quan trng trn con ng t c mc
tiu chng trnh chun b ca bn. Mc tiu cn c pht trin cho tt
c cc kha cnh ca chng trnh. Bao gm phng nga nguy him / rn
e, gim thiu ri ro, ng ph khn cp v lin tc kinh doanh.
Hy xem xt cc mc tiu v mc tiu qun l ri ro, u t vo ngun
lc, xy dng nng lc thng qua o to v tp th dc v tun th cc
quy nh. Hy xem xt c hai mc tiu ngn hn cho s pht trin ca cc
chng trnh v mc tiu lu di m c th yu cu lp k hoch u t
hoc quan trng hn.
V d v cc mc tiu ngn hn bao gm:
Thit lp mt y ban chng trnh bao gm s tham gia rng ri t cng
ty ca bn.
nh gi chng trnh phng hin ti ca bn.
Tip cn vi cc dch v khn cp cng cng v nh qun l. Yu cu u
vo.

 Tin hnh nh gi ri ro xc nh mi e da v nguy kch bn v

tim nng thit hi ng k.
Tin hnh phn tch tc ng kinh doanh xc nh nh hng hot
ng v ti chnh t s gin on hoc gin on kinh doanh ca bn.
Xc nh c hi phng nga ri ro v gim thiu ri ro.
Bo v s an ton ca nhn vin ca bn bng cch pht trin s tn,
tr n v k hoch ng cng trng. Tin hnh o to v khoan nhn
vin.
Ci t mt my pht in khn cp cp nng lng cho trung tm
d liu khi mt in.
Xy dng k hoch trang b v cu hnh my B l mt bn sao lu cho
my A.
V d v cc mc tiu di hn bao gm:
Nng cp cc bo v ca cng trnh bng cch ci t mt h thng
phng chy cha chy.
Loi b dn vic s dng cc ha cht c c tnh cao hoc d chy.
Tin hnh mt cuc tp trn quy m y ca chng trnh qun l
tnh trng khn cp ca chng ti lin quan n cc dch v khn cp no.
Chuyn dch mt s hoc tt c cc hot ng n mt v tr l t
nhy cm vi cc him ha thin nhin nh ng t, bo hoc l lt.
Xy dng mt nn vn ha ca s chun b ti ni lm vic v khuyn
khch nhn vin c mt k hoch nh.
Mc tiu nn hu hnh v o lng c. Khi chng trnh c xem xt
(xem Chng Trnh Ci Tin) xc nh cc mc tiu t c.
http://www.ready.gov/performance-objectives
Robert J. Mockler presented a more comprehensive definition of
managerial control:
Management control can be defined as a systematic effort by business
management to compare performance to predetermined standards, plans,
or objectives in order to determine whether performance is in line with
these standards and presumably in order to take any remedial action
required to see that human and other corporate resources are being used
in the most effective and efficient way possible in achieving corporate
objectives.
Robert J. Mockler pht trnh by mt nh ngha y hn v kim sot qun l:
Kim sot qun l c th c nh ngha nh l mt n lc c h thng bng cch qun l
kinh doanh so snh hiu sut vi cc tiu chun c xc nh trc, cc k hoch,
hoc mc tiu xc nh xem hiu sut l ph hp vi cc tiu chun v c l c hnh
ng khc phc hu qu cn thit xem con ngi v ti nguyn doanh nghip khc
ang c s dng mt cch hiu qu nht v hiu qu nht trong vic t c mc tiu
ca cng ty

the contingency approach posits that the relationship between

performance and HRM is conditional upon the different modalities taken
by another variable, viewed as contingent. The strategy pursued by an

organisation is considered to be a pivotal contingency factor (Delery and

Doty, 1996; Youndt et al., 1996). A further approach, the configurational,
combines the best practice or universal and contingent approaches to the
HRMperformance relationship, and examines how a range of independent
variables are related to performance (the dependent variable). In
particular, this approach allows scope for external or vertical fit between
HRM practices and business strategy, but also for internal fit or horizontal
fit between practices.
cc phng php tip cn d phng tha nhn rng mi quan h
gia hiu sut v qun l nhn s l iu kin thun cc phng thc khc nhau
c thc hin bi
mt bin khc, xem nh ng. Cc chin lc theo ui bi mt t chc c coi
l
l mt yu t then cht d phng (Delery v Doty, 1996;. Youndt et al, 1996).
Mt thm
phng php tip cn, cc configurational, kt hp cc thc hnh tt nht hoc
cch tip cn ph cp v ng cc mi quan h qun l nhn s hiu sut, v xem
xt lm th no mt lot cc bin c lp l lin quan n hiu sut (bin ph
thuc). c bit, phng php ny cho php p
ph hp vi bn ngoi hoc theo chiu dc gia cc hot ng qun l nhn s
v chin lc kinh doanh, m cn cho ph hp ni b hoc ph hp ngang gia
cc hot ng.
Given the scarcity of resources in most SMEs, which will affect their ability to
invest in human
resources, it is essential that this causation issue is addressed in any analysis of
human resources
and performance. The only study to date which has examined the issue of causal
order in the
HRMperformance relationship (specifically, a predictive study), was conducted
by Razouk
(2011) on a sample of 275 French SMEs. Significant simultaneous
(contemporaneous) and longitudinal
correlations between high-performance work systems (the focus of the study)
and all of
the performance indicators examined (profitability, innovation and social climate)
were found,
Most importantly, in terms of the causal order debate, controlling for past
performance did not
eliminate the correlation of high-performance work systems with future
performance. The implications
of this study for SMEs are potentially quite profound: investing in formal human
resource
and/or high-performance work systems was found to positively affect (contribute
to) an increase

Do s khan him cc ngun lc trong hu ht cc doanh nghip nh, m

s nh hng n kh nng ca mnh u t vo con ngi
ngun lc, iu quan trng l vn nhn qu ny c cp trong bt
k phn tch ngun nhn lc v hiu sut. Cc nghin cu ch cho n nay
kim tra cc vn v trt t nhn qu trong
Mi quan h HRM Hiu (c th, mt nghin cu tin on), c tin hnh

bi Razouk
(2011) trn mt mu 275 SMEs Php. ng k ng thi ('ng thi') v
theo chiu dc
mi tng quan gia cc h thng hiu sut cao lm vic (trng tm ca
nghin cu) v tt c cc
cc ch s thc hin kim tra (li nhun, s i mi v mi trng x hi)
c tm thy,
Quan trng nht, trong iu kin ca cuc tranh lun th t nhn qu,
kim sot cc hot ng trc y khng loi b cc mi tng quan ca
cc h thng lm vic hiu sut cao vi hiu sut trong tng lai. Cc tc
ng ca nghin cu ny cho doanh nghip nh l c tim nng kh su
sc: u t vo ngun nhn lc chnh thc v / hoc cc h thng lm
vic hiu sut cao c tm thy nh hng tch cc (ng gp)
tang trong hot ng.
Human resource practices. In order to place this study in the broader human
resourceperformance
literature, the selected practices are ones that are commonly included in the
extant literature, particularly
that which examines high-performance work systems.4 Moreover, in order to
examine
whether the well-evidenced positive relationship between human resources and
performance is
found in the SME context, focus is given to formal human resource practices, and
thereby the
potentially significant role of informal practices could not be captured .5
The selection of practices covered six main areas of HRM (see Appendix 2, Table
7 for detail):

1.
2.
3.
4.
5.
6.

recruitment and selection;

performance appraisal;
performance-based compensation pay;
training and development;
employee voice, consultation, participation and information sharing;
strategic people management.

Thc hnh ngun nhn lc. t nghin cu ny trong ti Hiu lc rng

ln hn
vn hc, thc tin la chn l nhng ngi m thng bao gm trong cc
ti liu cn tn ti, c bit
m trong xem xt hiu sut cao cng vic systems.4 Hn na, kim
tra
d mi quan h tch cc cng chng gia ngun nhn lc v hiu sut l
tm thy trong bi cnh SME, trng tm c a ra thc hnh ngun
nhn lc chnh thc, v do
c kh nng vai tr quan trng ca hot ng khng chnh thc khng th
b bt gi 0,5
Vic la chn cc thc hnh bo him su lnh vc chnh ca HRM (xem
ph lc 2, Bng 7 xem chi tit):
1. tuyn dng v la chn;
2. Hiu sut thm nh;

3. Thc hin da trn bi thng tin lng;

4. o to v pht trin;
5. nhn vin ging ni, t vn, tham gia v chia s thng tin;
6. chin lc qun l con ngi.
Ti v t isb.sagepub.com bi khch vo ngy 28 thng mi nm 2015
554
http://isb.sagepub.com/content/32/5/545.full.pdf+html
http://ebooks.cambridge.org.ezproxy.uwe.ac.uk/ebook.jsf?
bid=CBO9780511488481
https://hbr.org/2003/01/how-to-motivate-your-problem-people
Crosbys assertion (1972) that quality as a performance objective give two
important points: The external influence of good quality within operation
will bring customers satisfaction so they will come back again and bring
profits to the company. Inside the operation quality bring the
contradictory results. If the quality of works and rare mistakes will save
costs, increase reliability of customers. By contrast, if continuous
operation make mistakes then it hardly serves customers in the best way.
The control system is designed to help managers to pilot activities, in
order to achieve their desired goal, must be adapted to the environment
in
which will function, to the enterprise culture, as well as to the existing
information support. This should contain two subassemblies (Albu N.,
Albu C., 2003, p. 245) to describe performance mechanisms.
The impact of practices (independent variables) on outcomes
As previously mentioned, the impact of each of the six independent
variables
(see Figure 1) was measured using five outcomes namely: cost of
producing the
product or service, quality of the product or service, flexibility of delivery,
timeliness of delivery and productivity improvements. For each of the
variables, respondents indicated the rate of impact on these outcomes
using a
five-point scale where 5 corresponds to very high and 1 to very low.
Table XIII presents the mean rank corresponding to each outcome for each
of the independent variables. To ascertain whether or not the various
outcomes
were influenced to the same extent, the data were subjected to a
Friedman
ANOVA. This procedure demonstrated that some of the outcomes were
more
affected than the other outcomes. A series of pairwise comparisons were
also
carried out.

The results show that:

. The influence of leadership practices was greater on quality of product
or service relative to the influence on flexibility of delivery. The
remaining outcomes did not differ significantly from either of these two
outcomes in the case of leadership practices.
. The impact of strategy, policy and planning practices did not differ
significantly across the various outcomes. That is, each outcome was
effectively influenced to the same extent.
. The impact of information and analysis practices did not differ
significantly across the various outcomes.
. The impact of people management practices did not differ significantly
across the various outcomes.
We employ two data analysis strategies to investigate the relationship
between
people management and performance. First, we relate HRM practices,
culture
and attitudes to subsequent profitability and productivity. Second, we
investigate
whether higher levels of HRM practices, culture and attitudes are
positively related
to an increase in performance, by controlling for prior performance when
predicting
subsequent performance.
Although, there are differences across commentators as to what
constitutes good
HRM practices, many writers (eg Bailey, 1993; Guest, 1997; Huselid,
1995) have
argued that HRM practices can improve company performance by:
increasing employee skills and abilities
promoting positive attitudes and increasing motivation
providing employees with expanded responsibilities so that they can
make full
use of their skills and abilities.
The three causal routes from HRM to performance described above
provide a
basis for determining good or high performance HRM practices. HRM
practices
can influence employee skills through the use of valid selection methods
to hire
appropriately skilled employees and through comprehensive training to
develop
current employees
Many writers (eg, Huselid, 1995; MacDuffie, 1995) have argued that it
makes
sense to assess systems of HRM practices rather than focus on individual
practices.

The logic behind this proposition is that firm performance will be

enhanced by
systems of practices that support each other and that have a mutually
reinforcing
effect on employee contributions to company performance. For example,
the
effectiveness of a comprehensive training programme may be increased
when
combined with appraisals to assess employee performance and target
development
needs. Using the statistical technique of factor analysis, we tested
whether any of
the HRM practices were interrelated to the extent that they appear to be
measuring
the same underlying dimension and therefore could be grouped together.
The
analysis revealed that the following practices converged to reveal
underlying
dimensions:
1 Selection, induction, training and use of appraisals represented one
factor which
we termed acquisition and development of employee skills.
2 Skill flexibility, job responsibility, job variety and use of formal teams
were
also interrelated and we termed this factor job design.
In subsequent regression analyses we therefore used the composite
measures of
job design and acquisition and development of employee skills, rather
than the
individual practices comprising these dimensions.
Figure 5 shows the results of the regression analysis relating HRM
practices to
change in profitability and productivity in the companies in the study.
The results reveal that HRM practices taken together accounted for 19 per
cent of the variation between companies in change in profitability (ie,
subsequent profitability controlling for prior profitability). This is
statistically
significant.
When we examine change in productivity, HRM practices together
account
for 18 per cent of the variation between companies in the change in
productivity
over the time period of our study.
This is a clear demonstration of the link between the management of
people and
the performance of companies.
The results reveal that acquisition and development of skills (selection,

induction, training and appraisal) and job design (job variety and
responsibility,
skill flexibility and teamworking) are significant predictors of both change
in
profitability and change in productivity
Michael Porter (1980; 1985) identified three possible generic strategies for
competitive advantage in business: cost leadership (when the
organisation cuts its prices by producing a product or service at less
expense than its competitors); innovation (when the organisation is able
to be a unique producer); and quality (when the organisation is delivering
high-quality goods and services to customers).
Khng nh Crosby (1972) rng cht lng l mc tiu hiu sut cung cp
cho hai im quan trng: Cc tc ng bn ngoi c cht lng tt trong
hot ng s mang li s hi lng ca khch hng do h s quay tr li
mt ln na v mang li li nhun cho cng ty. Bn trong cht lng hot
ng mang li nhng kt qu tri ngc nhau. Nu cht lng ca cng
trnh v nhng sai lm him s tit kim chi ph, tng tin cy ca khch
hng. Ngc li, nu hot ng lin tc mc sai lm th n hu nh khng
phc v khch hng mt cch tt nht.
Cc h thng iu khin c thit k gip cc nh qun l hot
ng th im, trong
t c mc tiu mong mun ca h, phi c thch nghi vi mi
trng
m s hot ng, n vn ha doanh nghip, cng nh cc hin
h tr thng tin. iu ny nn cha hai "on lp rp nh" (Albu N.,
Albu C., 2003, p. 245) m t c ch thc hin.
Tc ng ca thc tin (bin c lp) trn kt qu
Nh cp trc , tc ng ca mi su bin c lp
(xem hnh 1) c o bng nm kt qu c th l: chi ph sn xut
sn phm hoc dch v, cht lng ca sn phm hoc dch v, tnh linh
hot ca giao hng,
kp thi giao hng v nng sut ci tin. i vi mi
bin, c hi cho bit t l tc ng trn cc kt qu bng cch s dng
mt
nm im quy m trong 5 tng ng vi rt cao v 1 n rt thp.
Bng XIII trnh by cc th hng trung bnh tng ng vi mi kt qu cho
mi
ca cc bin c lp. xc nh c hay khng c kt qu khc nhau
nh hng n mc no , cc d liu phi chu mt Friedman
ANOVA. Th tc ny chng minh rng mt s kt qu c nhiu
b nh hng hn so vi nhng kt cc khc. Mt lot cc so snh cp
cng
thc hin.
Kt qu cho thy:

. S nh hng ca thc tin lnh o ln hn v cht lng ca sn

phm
hoc dch v lin quan n cc nh hng v tnh linh hot ca giao hng.
Cc
kt qu cn li khng khc bit ng k t mt trong hai
cc kt qu trong cc trng hp thc tin lnh o.
. Cc tc ng ca chin lc, thc hnh chnh sch v lp k hoch
khng khc nhau
ng k trn cc kt qu khc nhau. l, mi kt qu l
nh hng hiu qu n mc ging.
. Cc tc ng ca thng tin v phn tch thc tin khng khc nhau
ng k trn cc kt qu khc nhau.
. Tc ng ca thc tin qun l con ngi khng khc nhau ng k
trn cc kt qu khc nhau.
Chng ti s dng hai chin lc phn tch d liu iu tra cc mi
quan h gia
qun l v thc hin dn. u tin, chng ta lin h thc tin HRM, vn
ha
v thi i vi li nhun sau v nng sut. Th hai, chng ti iu tra
cho d mc cao hn ca thc tin HRM, vn ha v thi tch cc lin
quan l
n s gia tng trong hot ng, bng cch kim sot thc hin trc
khi d on
thc hin tip theo.
Mc d, c s khc bit gia cc nh bnh lun nh nhng g cu thnh
"tt"
Thc hnh HRM, nhiu tc gi (v d nh Bailey, 1993; Guest, 1997;
Huselid, 1995) c
lp lun rng thc tin HRM c th ci thin hiu sut ca cng ty bng
cch:
Tng cng k nng v kh nng ca nhn vin
thc y thi tch cc v ng lc tng
cung cp lao ng c trch nhim m rng h c th thc hin y

s dng cc k nng v kh nng ca mnh.

Ba tuyn ng quan h nhn qu t HRM thc hin c m t trn
cung cp mt
c s xc nh thc hnh "tt" hay "hiu sut cao 'HRM. Thc hnh
HRM
c th nh hng n k nng ca nhn vin thng qua vic s dng cc
phng php la chn hp l cho thu
nhn vin k nng ph hp v thng qua o to ton din pht trin
nhn vin hin ti
Nhiu tc gi (v d, Huselid, 1995; MacDuffie, 1995) lp lun rng n
lm cho

tinh thn nh gi h thng cc thc hnh qun l nhn s hn l tp

trung vo thc hnh c nhn.
Logic ng sau tuyn b ny l hiu sut cng ty s c tng cng bi
h thng thc hnh c h tr cho nhau v rng c mt b sung cho nhau
nh hng trn s ng gp ca nhn vin thc hin cng ty. V d, cc
hiu qu ca mt chng trnh o to ton din c th c tng ln khi
kt hp vi nh gi nh gi hiu sut ca nhn vin v mc tiu
pht trin
cn. S dng cc k thut thng k ca phn tch nhn t, chng ti kim
tra xem liu
cc thng l qun l nhn s quan h vi nhau trong phm vi m
chng xut hin c o
kch thc c bn ging nhau v do c th c nhm li vi nhau. Cc
phn tch cho thy cc hnh vi sau y hi t l c bn
kch thc:
1 la chn, cm ng, o to v s dng cc nh gi i din cho mt
yu t m
chng ta gi l "mua li v pht trin cc k nng ca nhn vin.
2 K nng linh hot, trch nhim cng vic, nhiu cng vic v s dng
i chnh thc l
cng tng quan vi nhau v chng ti gi yu t ny 'thit k cng vic'.
Trong hi quy tip theo phn tch do chng ti s dng cc bin php
tng hp ca
thit k cng vic v mua li v pht trin cc k nng ca nhn vin, ch
khng phi l
thc hnh c nhn bao gm cc kch thc.
Hnh 5 cho thy cc kt qu phn tch hi quy lin quan n hot ng
qun l nhn s
thay i trong li nhun v nng sut trong cc cng ty trong nghin cu.
Kt qu cho thy rng cc hnh HRM ly nhau chim 19 mi
phn trm ca s thay i gia cc cng ty trong s thay i trong li
nhun (tc l,
li nhun sau kim sot i vi li nhun trc). y l thng k
ng k.
Khi chng ta xem xt s thay i v nng sut, thc hnh HRM li chim
18 phn trm ca s thay i gia cc cng ty trong vic thay i v nng
sut
trong khong thi gian nghin cu ca chng ti.
y l mt minh chng r rng v mi lin h gia vic qun l con ngi
v
hiu qu hot ng ca cng ty.
Kt qu cho thy rng vic mua li v pht trin cc k nng (la chn,
cm ng, o to v thm nh) v thit k cng vic (nhiu cng vic v
trch nhim,
linh hot v k nng lm vic tp th) l yu t d bo quan trng ca c
hai thay i
li nhun v s thay i trong nng sut

Michael Porter (1980; 1985) xc nh ba chin lc chung c th cho li

th cnh tranh trong kinh doanh: lnh o chi ph (khi t chc ct gim
gi ca n bng cch sn xut mt sn phm hoc dch v ti chi ph t
hn so vi i th cnh tranh ca n); i mi (khi t chc c th l mt
nh sn xut duy nht); v cht lng (khi t chc ny l cung cp hng
ha v dch v cht lng cao cho khch hng).