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MASTER OF BUSINESS

ADMINISTRATION
Intake 01, Ho Chi Minh City

Subject code:

HRM501

Subject name:

HUMAN RESOURCE MANAGEMENT

Assignment No:

01

Student Name:

NGUYEN HUY DUY KHANH

Student ID No.:

E1500219

STUDENT NAME

: NGUYEN HUY DUY KHANH

INTAKE

: 01

SUBJECT

: HUMAN RESOURCE MANAGEMENT

SUBJECT ID

: E1500219

VIETNAMESE LECTURER

: CANH CHI HOANG

ASSIGNMENT No

: 01

WORD LIMIT

: 2000

I would like to confirm that I have known and understood the examination regulations of
the University of HELP and I hereby undertake this exercise was done honestly and in
accordance with the regulations set out.
Date of Submission:
Signature

Note:
The teacher will not give marks for the assignment without signature.

The student will get mark 0 if violation of the above commitment

Acknowledgements

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MBA Intake 1
HRM501 Human Resource Management
ASSIGNMENT 1
Question 1
INTRODUCTION
Previously the competition between institutions, companies, even between countries that initially
only the rivalry of capital scale, then switch technology elements. Nowadays the trend of
globalization, the most intense competition, organizational strategy that is consistent with
competition on humans. So human resources have become the most valuable asset, is the key to
the success of every organization of every business in the market economy. Recruitment
matching job is a difficult process, retain personnel for organizations in today is a challenge
compared to the 1990s.
BODY
Factors affecting HR in the organization that is The External Enviroment & The Internal
Enviroment:
The External Enviroment Impacting HR

Rapid Change

The internet revolution

Workforce Diversity

Globalization

Legislation

Work/Life balance

Skill shortages and the rise of the service sector

The Internal Enviroment impacting HR

Competitive position

Decentralization

Downsizing

Organizational restructuring

Self-managed work teams

The growth of small business

Organizational culture

Technology

Internal security

Outsourcing

Nowadays, in the age of globalization, the various challenges faced by HR practitioners today as
compare to the 1990s when it comes to retaining staff at the work place

Globalization of business

Workforce availability and quality concerns

Economic and technological change

Demographics and diversity issues

Organizational restructuring

In the trend of globalization, due to the strong development of science and technology and the
expansion of transnational companies, in particular the impact on developing countries, two
trends seemed contradictory taking place at the same time, it is just to promote labor mobility,
and limited line of this move. On the one hand, the needs of the labor market in many developing
countries and countries labor scarcity has created a labor flow to those countries from the
developing countries and surplus labor. On the other hand, the expansion of transnational
companies through FDI in developing countries has become a factor that keeps employees on
site, limiting line international labor migration, but they promote line domestic labor movement
from rural to urban, from the less developed areas to local development and to the professions
are more job opportunities and higher incomes.

Considering the broad sense these are different forms of the international labor market for labor
force work in the company are managed centrally according to certain standards, forcing workers
to learn lift the level required to meet the same job in the company's branches in different
countries. Labor in developing countries are attracted to the branches of transnational companies.
Thus, the essence remains the labor movement but not overcome national borders. A form of
international division of labor and invisible labor mobility is that in this age of computerization
and the Internet today, a man was sitting in his country and still be able to work for a company in
another country via the Internet. Thus, even without labor mobility, labor actually has been
internationalized, with the division of labor and mutual constraints. This is the new location of
the international labor market in the context of current globalization. Globalization, together with
the reform efforts associated with it, has increased competitive pressures on product markets.
Increased competitive pressure in turn will reduce the level of wages and determines
discrimination for female workers of the employer. Not only that, thanks to the trade in goods
and services, thanks to the flow of capital and the flow of the market, labor income in the longterm trends in the developing countries is increasing. The positive impact of globalization on
wages was first pointed out in strict relation between wages and productivity in a country.
Economists generally acknowledged: Labour productivity grew faster than in the more open
economy, while 90% of the difference in wages is explained by differences in labor productivity.
With a certain extent, the movement of international capital flows can make financial crises more
likely, the loss of income caused by globalization can be significantly higher than what the
International trade brings. Financial crisis erupted reduced income from labor is due to the
capital inflows have more freedom of movement, while labor is not so. Therefore,
simultaneously with the "ventilate" labor market, improving the quality of human resources
required macroeconomic management and implementing good financial policies effectively.

Over five years, social networking - as intranets, WIKY (private website with an individual,
organization or community), media center, and many blogs and other forms - has changed the
way companies control training and talent management for many companies. The social
networking site today (LinkedIn, Facebook, MySpace and Twitter) are also gradually affecting
this change. This happens often to the point that many vendors HR and talent management
begins now see social networking as part of their business operation functions of their staff. At

the same time, many employees also want to join a work environment is supported by the
resources available to this collaboration.
Collaborative networks today help bring the HR department and the continuous feedback
from employees instant (though they have under management or not) in the field has become
important not only for its own employees activities, but also for organizations. However, while
these sites are useful for mining resumes, identify potential customers and promote team spirit
within the company, they also may reduce productivity and increase security risks.
The advancement of science and technology affect human resource development. Economic
development - society in the world today is essentially a race in science and technology,
improving quality race and labor efficiency on the basis of human resources modernization.
Scientific technical and technological development poses many challenges for human resource
management; requires enhanced training, occupational retraining, reorganization of the
workforce and attracting new workforce highly skilled.
The impact of scientific progress and technology:

Making changes to the labor structure of each country, each local: ascending intellectual
labor and manual labor increasingly tend to decrease; science and technology have an
enormous role in shaping the background "knowledge economy" and "information
society", developing high intellectual content in manufacturing, service and management
at all nation.

Making changes to the nature and content of human labor labor occupation: Multiple
knowledge and new technology introduction, requiring employees to regularly study,
lifelong learning in order to improve quality jobs, ensuring development objectives of
enterprises and organizations.

Advances science and technology gradually internationalized creating fierce competition


in terms of productivity, quality and cost. Many new industries emerge, many lost their
previous jobs, knowledge and professional skills of the workers wear quickly.

Advancement of science and technology has also changed the content, teaching methods
from primary education to university.

CONCLUSION
To conclude that it can be said that HR practice is becoming more and more challenging day by
day, they have to face lot of problems like retention, attraction of employee, dealing with
different cultural people, managing work force diversity, technological and informational
changes to overcome with these challenges training (Cross cultural training and technological
and informational training) is necessary of HR people.
To reduce mobility of professional personnel HR people have to motivate them from monetary
and non-monetary techniques. Proper performance evaluation system and proper career
development plans should be used in the organization to reduce professional mobility.
Following the challenges posed by globalization, it is hoped that the HR professionals will not
only destroy the stereotype routine methods of doing job but would launch HR full potentials for
more positive contributions to employees wellbeing and organization building.

REFERENCES
Biyani Girls College, J. (2009). Concept Based Notes Human Resource Management. Sector-3,
Vidhyadhar Nagar,: Deptt,of Management.
C.Anyin.Ph.D, F. (2011). HRM challenges in Nigeria under a globalised Economy. International
Journal Economics and Management Science, Vol1.No,4.
Shahi Raz Akhtar, U. (2012, 08 13). The environment faced by HR management is a challenging
one; changes are occurring rapidly across a wide range of issues. A study by the Hudson
Institute, entitled Workforce 2020, has highlighted some of the most important workforce
issues. From that and . Retrieved 02 28, 2014, from WWW.Google.Com.
Srivastva, M. E. (6, July 2012). The Emergining Challenges in HRM. International Journal of
Scentific Technology Research, volume 1.
Tannir, E. (2007). Training Manager . O.G.E.R.O, 3-5.
Tyson, S. (2006). Essential of Human Resource Management. New Yourk: Elsevier Ltd.

Question 2
INTRODUCTION
Baby Boomer, Gen X, Gen Y - these and other similar terms to describe groups of people of
different ages have become fairly well known and well used in recent years. These terms arise
from a theory that attempts to explain how different generations develop different value systems,
and the impact that this has on how younger and older people interact with the world around
them and with each other.
The impact of the retirement of Baby Boomers on businesses.
How businesses are dealing (or planning to deal) with the retirements.
Who is replacing the Baby Boomer generation?
What must businesses do in order to attract and retain these replacement workers?
BODY
Generations as Gen-Y, Gen X and Baby-Boomer-way distinction simplest is to divide workers
by age. Accordingly, Gen-Y: age under 30, mostly at staff level, professional, leader ... We have
a number of different definitions of the generations as Gen-Y, Gen-X and Baby -Boomer.
However, in the office environment, the easiest way to distinguish the employees divided by age
as follows: Gen-Y: age under 30, largely at staff level, expert, chief; Gen-X: 30-49 years of age,
mostly in middle management ranks, vice president; Baby-Boomer and: 50-65 years old, the
majority holds the top position of the business.
Generational Characteristics
Generation

Seek

Baby Boomers

Money

Work Characteristics

Strengths

Weaknesses

- Hard Working

- Service oriented

- Discomfort with

- Sacrificing

- Driven

conflict

- Lip service paid to

- Willing to go the

- Reluctant to go

family and work/life

extra mile

against peers

balance

- Good at

- Sensitive to

relationships

feedback

- Eager to please

- Judgmental

- Good team

- Self-centered

members
Generation Y

Respect and

- Technological

- Collective action

- Need supervision

Recognition

experts

- Optimism

and

- Change jobs

- Tenacity

Structure

repeatedly

- Multitasking

- Lacks experience
- Poor people skills

Condition Gen-Y employees change jobs is accompanied by a tall big expenses for personnel
changes is the problem that companies worldwide headache.
According to research by Experience.com site, 70% of Gen-Y employees leave their first job
after 2 years together. This trend is increasingly common in developing countries like China,
Malaysia, Vietnam, with working time increasingly shortened.
Many Gen-Y employees working at the company only from 1 to 6 months, with people jumping
on a year to 3-4 companies.
According to the Hay Group study conducted in Vietnam and Malaysia, Gen-Y employees are
very older colleagues or their superiors about their reasons to make the company as well as their
reasons for quitting .
Gen-Y is always required to understand the purpose of the work is and how significant to the
profession. They hardly accept a boring job and no challenge. They want autonomy in their
work, and when the work is complete, they expect superior rapid recognition of their
contribution.
Gen-Y employees often do not sacrifice life to work, they want a balance between work, life and
always appreciated the element of fun in the work they are doing.

Businesses need special attention, besides competitive salaries, opportunities for learning and
development is the most important cause that a Gen-Y employees are motivated to work.
However, this is also the main reason that Gen-Y to leave.
In terms of reward and point "Please work hard, then he / she will be rewarded," Baby-Boomer
every right to no longer fit with Gen-Y.
Instead, "take my reward when I do a good job and I will do better" is what Gen-Y expectations.
All that Gen-Y employees need is immediate recognition of their contribution to the overall
success of the work.
Therefore, a letter of praise or recognition to their contributions posted publicly will even be
more effective than cash or material reward.
When assigning work to Gen-Y, the managers should pay attention to the obvious factors,
specifically. "Just do as I say" could ever accept Baby-Boomer, but with Gen-Y is not. They will
ask you again to really clear when they "need to do and why to do it."
In relation to the superior, Gen-Y are other Baby-Boomer. With them, the respect for superiors is
not something they are required to present the pressure on authority, hierarchy in the company,
but it is the result of a two-way relationship.
When the leader obtains heartless, making them capable and respected by faith, they respect is an
inevitable result.
SOLUTION
To retain and Gen-Y employees that work confidential, companies need to build a
comprehensive solution based on four factors: staff capacity, job requirements, management
style and environment work.

Reason for work


Gen Y

Baby Boomers

1. Competitive salary

1. Corporate Reputation

2. Learning opportunities

2. Long-term benefits

3. Working abroad

3. Competitive salary

4. Brands company

4. Ability to advance into leadership


positions

5. Balancing work and life

5. The company's brand

Reason for leaving job


Gen Y

Baby Boomers

1. Less chance of developing

1. Lack of recognition

2. The company's paid unfair

2. The management style of superiors

3. Career development prospects low

3. Assessing

the

effectiveness

work

incorrectly
4. Lack of recognition

4. The business of the company unrest

5. The management style of superiors

5. The company's paid unfair

After the successful implementation of measures 4 factors, many leading companies such as P &
G, Microsoft, GlaxoSmithKline (GSK) has since set up a new secret: build consistency between
the declared value for customers (CVP) and the value proposition for employees (EVP). With
Gen-Y, this is an important factor indicates the extent of the company's commitment to them.
Such as P & G's CVP is "Improving life every day," very close to the EVP "Life is love, perfect
life". Similarly, customers, GSK claims "Improving the quality of life", also with employees,
encouraging GSK "Together, we create a better life".
Microsoft is also very successful in bringing the value "Open all possibilities" for customers
thanks to a staff of "Sharing passionate about technology and what technology can serve the
people."

Compared to the Gen-X, and Baby-Boomer particular, Gen-Y exist many differences belong to
the gap between generations. For Gen-Y employees working attachment and dedication to the
company, that the managers do not force them to change that, please understand accept these
differences, to develop policies the capacity to take advantage of the young labor force, nimble,
inquisitive and not afraid of difficulties, challenges.
CONCLUSION
In any business or organization, people talent is very important role for the success or failure of
business and organizations. Therefore, the business and organizations in the state or out of state
must find appropriate measures and effective to attract, develop and retain talented people to
ensure the maintenance and development.
There are many factors that impact on attracting and retaining talented people, including the
two most important groups of factors that any business or organization should also particularly
concerned that inter-group elements organizations and groups regarding factors related to people
in the organization. Selecting the right people, properly arrange work placements ensure the
compatibility between institutions and people, between people and jobs; paid mode and
appropriate reward for competence, qualification and personal contribution to the organization;
training and career development of individuals within the organization; and create opportunities
for every individual, especially those who have the capacity (human resources) is an opportunity
to test myself with the job difficult, challenging, etc ... are important elements in source element
group human resources that organizations need attention. At the same time, leadership, good
management, dynamic, creative business and organizations; suitable work environment,
reasonable structure with good coordination within and outside agencies and organizations;
organizational culture, etc ... are extremely important condition for attracting and retaining
talented people that any agency or organization should also pay special attention during
construction and development their development.
REFERENCES
Hudson, (2006). Trends and Issues -- Generations in the Workforce. The Hudson Employment
Index. Retrieved March 15, 2007, from http://www.hudson-index.com/documents/ushudsonindex-multigeneration-ExecutiveSummary.pdf

Website http://www.doanhnhansaigon.vn/nhan-su