HUMAN RESOURCE

MANAGEMENT
NGUYEN VAN THUY, PhD

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 Lecturer

❖NGUYEN VAN THUY, PhD

❖Duty dean BA faculty
❖Fields: HR, Leadership, . . .
❖Email : thuybanker2018@gmail.com
❖Consulting and Training for:

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 Activities

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 Activites

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 Activities

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 Activities

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 Activities

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WAKE UP LEADERSHIP IN YOU

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 Class rules
Exit

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 WHO ARE YOU ?

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 Contents
1. Introduction to HRM
2. HR Planning
3. Job Analysis and Design
4. Recruiting and Selecting
5. Training and Developing
6. Talent Management
7. Performance Management
8. Compensation management
9.
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HR relations
11
Learning outcomes assessment

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 Documents
1. Mathis, Jackson, Valentine
& Meglich (2017). Human
Resource Management,
15th Ed, Cengage
2. Mondy & Martocchino
(2018). Human resource
Management, 15th ed,
Pearson Learning
3. Dessler. G (2013). HUMAN
RESOURCE
MANAGEMENT 13thEd,
Pearson, Prentice Hall

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 CHAPTER 1

INTRODUCTION TO
Human Resource Management

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 What is
Human Resource?

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 Your Answers

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WHAT IS HUMAN RESOURCES?

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 TASKS of HRM

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 Roles of HRMer

1. Please give your opinion on the activities of the

old man to make effective use of the two vases
from the point of view of HRM?
2. Let's ask 5 why questions from the details of the
story?
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 Your answer

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 Human Resource Management

Design of formal systems in an

organization to manage human talent
for accomplishing organizational goals
Mathis, Jackson, Valentine & Meglich (2017).

Utilization of individuals to achieve

organizational objectives
Mondy & Martocchio (2018)

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 The importance of HRM

❖How HUMAN RESOURCES are

managed has a vital influence on any
business and the success of any
organization.
❖Competitive advantage belongs to
companies that know how to attract,
select, recruit, retain and develop
competent and enthusiastic employees.

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Types of Organizational Assets

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 Human Capital
❖ Collective value of the capabilities, knowledge,
skills, life experiences, and motivation of an
organizational workforce
❖ Called intellectual capital to reflect following
contributions of employees
▪ Thinking
▪ Knowledge
▪ Creativity
▪ Decision making

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Smaller Organizations and HR Management

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 Core Competency
❖ Unique capability that creates high value in
which an organization excels
❖ Differentiates an organization from its
competitors
❖ Is a key determinant of competitive advantage
❖ HR department focus on using people as a core
competency

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 The importance of HRM
❖ Key Competencies
▪ An organization's collective knowledge
distinguishes it from its competitors and helps it
deliver value to customers.
❖ A company achieves Sustainable Competitive
Advantage through Workforce when its Human
Resources: VRIO

https://youtu.be/SD8XJw_qeNI
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Distinguish HRM & PM

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Differences between PM and HRM

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 HRM goals

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Where Employees Can be a Core Competency

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Organizational Productivity

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HR Approaches to Improving Productivity

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Customer Service and Quality Linked to HR

Affects organizational effectiveness

Human Resource Management

Customer
Quality
Service

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 Organizational Culture
❖Shared values and beliefs in an organization
❖Evolves over a period of time
❖Provides employees with rules for behavior
❖Is constant and enduring
❖Constitutes organizational climate
❖Affects service and quality, organizational
productivity, and financial results

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HR Management Functions

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 Staffing
❖Process of ensuring the organization always
has:
▪ Required number of employees
▪ Employees with appropriate skills
▪ Employees in the right jobs at the right time
▪ Involves job analysis, human resource planning,
recruitment, and selection

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 Human Resource Development

❖Major function includes:

▪ Training
▪ Development
▪ Career planning
▪ Career development
▪ Organization development (OD)

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 Performance management
❖ Goal-oriented process directed toward ensuring that
organizational processes are in place to maximize
the productivity of employees, teams, and ultimately,
the organization
❖ Involves Performance appraisal
▪ Review and evaluation of individual or team task
performance
▪ Opportunity to capitalize on their strengths and
overcome identified deficiencies
▪ Helping employees to become more satisfied and
productive

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 Compensation
❖All rewards that individuals receive as a
result of their employment
▪ Financial compensation (direct and indirect)
▪ Nonfinancial compensation

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 Employee and Labor Relations
❖Businesses are required by law to recognize a
union and bargain with it in good faith if the
firm’s employees want union representation
❖Human resource activity with a union is often
referred to as labor relations

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 Safety and Health
❖Safety: Protecting employees from injuries
caused by work-related accidents
❖Health: Employees' freedom from illness and
their general physical and mental well-being

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 HR Management Functions
❖ Influenced by following forces of external
environment
▪ Global
▪ Environmental
▪ Geographic
▪ Political, social, and legal
▪ Economic, and technological

What is the impact of these challenges

on Human Resource Management ?

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Mix of Roles for HR Departments

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 Roles of HR Management

Administrative
• Clerical administration, recordkeeping, legal paperwork and policy
implementation
• Major shifts - Use of technology and outsourcing

Operational and Employee Advocate

• Cooperate with managers and supervisors
• Identify and implement needed programs and policies in the organization

Strategic
• Address business realities
• Focus on future business needs
• Fit between human capital and business plans and needs

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 Who Performs Human Resource
Management Tasks?

❖Human resource professionals

❖Line managers
❖Human resource outsourcing (HRO)
❖Human resource shared service centers
❖Professional employer organizations (PEO)

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 Describe the HR Profession
❖ Various designations are used within the HR
profession:
▪ Executive: A top-level manager who reports directly
to the corporation’s CEO or to the head of a major
division
▪ Generalist: Employee who may be an executive,
performs tasks in a variety of several or all of the six
functional areas of HRM
▪ Specialist: Employee who may be an HR executive,
manager, or non-manager who is typically
concerned with only one of the six functional areas
of HRM

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 Describe the HR Profession

❖ Profession: A vocation characterized by the existence

of a common body of knowledge and a procedure for
certifying members
❖ Performance standards are established by members of
the profession rather than by outsiders; that is, the
profession is self-regulated
❖ Most professions have effective representative
organizations that permit members to exchange ideas of
mutual concern (e.g., Society for Human Resource
Management)

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Human Resource Executives,
Generalists, and Specialists

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Competency Model for HR Professionals

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 HR as a Strategic Business Partner

❖ HR professionals must understand the company’s

business (e.g., sale of medical equipment)
❖ HR professionals must use this knowledge to support
competitive advantage
▪ Recruit and select the most highly qualified
individuals
▪ Manage performance and compensate based on
performance that supports competitive advantage
▪ H R development such as training to ensure that
employees are as knowledgeable as possible about
their jobs

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 Employees as Human Capital
❖ Capital refers to the factors that enable companies, for
example, to generate income, higher economic value,
strong positive brand identity, and reputation. There is a
variety of capital, including financial capital:
▪ Cash
▪ Capital equipment (for example, state-of-the-art
robotics used in manufacturing)
❖ Human capital, as defined by economists, refers to sets
of collective skills, knowledge, and ability that
employees can apply to create value for their employers

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Dynamic Human Resource
Management Environment

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 NGUYEN VAN THUY, PhD
thuybanker2018@gmail.com

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