Chapter 4:

Case: ABC p.116

Campus recruitment (preplacement talk or innitial interview ) -> screen 50 students
(shortlisting) -> 2 group discussion 30 students -> Interview (check their desire, objectives,
orientation) -> spychologicail test -> panel discussion -> selected decision -> offer letter ->
fitness test.
Recruitment (tuyển dụng và tuyển chọn): 1) let’s you know they have vacant position
Selection: select who have the potential ability to effectively perform the role within the
boundaries of management goals and statutory requirements.
How proper recruitment help:
- Ensure long term relation.
- Good return on investment (ROI)
Vì sao ứng viên muốn ở lại một môi trường: relationship, passion to work with students,
culture, stable, improvement – where they believe that they can be fresh and learn more.
Globalization _ diversity : can do more freely , promote creativity, tolerate.
Good recruitment => competitive advantage.
Bad recruitment => burderns. (waste money, time, you need a month or year to dismiss the
wrong people
Recruitment and selection policy: they apply policy because they want to apply standard
requirement for global (in all country).
Recruitment &selection:

Pre recruitment: strategic business – HR plan – Job analysis

Recruitment: Recruitment – initial screening – selection – orientation

Post recruitment: place,emy – performance appraisal

How you can do in the inital screening: after having short list of the candidates who fix basic
requirement of the company.
Follow business strategy it is big to ensure that your applicants know, if differentiated
strategy so you need to fin creative people. It costs lot because you need to use money for
testing,…

Core recruitment process: The more choices, the more opportunities to reach more talented
employees. (joining bonus: get discount to buy products if you work in the company).

Screening: aptitude test

Selection: select form your shortlist and put

How to assess the effective and efficientcy of recruitment process.

- Time managemnet , cost how much you pay for recruiting.
2 source of recruitment
- Internal recruitment :
+ job posting: communicate to employees that vacancies exist (simplest method)
+ Employee referrals: organizations to source potential candidates from their
existing employees’s social network.
- External recruitment
 List 5start up HRM with recruitment function: Ybox, Linkedln, Vietnamwork, base.vn,
jobhop( fun from career create system to process recruitment).

- Work sample: candidate will play a role like real employees to do tasks which are
requirement by managers (ex: challenge you to do balance sheet if you want to work
as an accountant).
- Cognitive test: IQ, cognitation
- Structured interview: A structured interview is a type of interview in which the
interviewer asks a particular set of predetermined questions.
Advantages:
Disadvantages:
- Checking references involves contacting previous employers, supervisors, schools,
and so forth to verify key employment and educational information and learn more
about a candidate’s background, experiences, and skills.
- Writtent test: to analyze written skill of the employees, how they made their ideas in
order logically or not, how they show their ideas or the ability of using a specific
language.
Why we need to have personality test? Understanding their habits, group of personalities
to make sure that is it suitable for culture of the company or department. Ex: Popular in
customer services, insurance, sale..

Assessment centres: The series of selection instrument, candidates need to deal with many
challenges test or work sample, group exercises, presentation,

Effectivenes of selection process is Reliability and Utility ( achieve commercial benefits such
as save money while recruiting the new employees. For example, instead of interviewing
officially, you can use new method such as video interview where AI interviewers will help
you to do that on 1 system) and Validity (it should be right criterion, valid is choose the
person who has already achieved score not choose the people have lower score + emotion
because of you like them onlyn or the criterion is not suitable for vacancy job như là một
người accounting thì không cần thiết phải biết 5 ngoại ngữ).

Current trends of recruitment (ACACY in VN)

- Recruitment and selection tasks are outsourved to HR agencies (such as Prudential
mua đề của tổ chức khác để làm bài test.
- Online application and selection
- Gamification (IBM or P&G) _ apppears in the IT industry.

“What types of dinasours are you?”

Cover letter: why we apply this job, why is shoppe,

Chapter 5: Training and development

Case: Accenture Consulting
Learning is holistic and continious with the growth plan
From on the job work experience, class room based training, self initiated study, interaction
with specialists. => enhancing skills, equipping them with business, technical, behavioral
competencies to perform effectively.=> find/ delivery superior solutions
Provide environment => encourage to learn, teach and share knowledge
Global training curriculum/ virtual courses (20,000 courses)
Sponsor MBA programs or certification program with premier institutes.
 As much learning experience as it is rewarding

Main content:
Training will help employees improve their competencies, well trained => foster better
performance rating=> employees sastisfied and engagement. => new skill to scope with new
challenges => ensure their perform at their peak
Knowledge -> satisfactory besides outstanding.

Learning: Compared to training which is event-based=> Continously flowing process to

upgrade the skill, knowledge, ability of individual.
 Training + learning = development
Development: is an evolving process that helps people to rise from a current level of
knowledge and competencies to a future state in which high level competencies is required.
Socialization: Knowledge for efffective participants as an organization member. “a sense
making process that help new hire adapt, form work relationships, and find their place in
the organization”.
Employee development: work out shortcomings and become proficient. Ex: sale training ->
boost sale
Improvement in performance
Employee engagement (gắn kết nhân viên): Investment in T&D to lead to engage
employees. Hoạt động mà từ đó họ có thể học hỏi hoặc thu nhặt được gì đó chứ không phải
là máy móc đơn thuần.
Increased productiviy: socialization(xã hội hoá) + employee development + performance
improvemnet + employee engagement. => Việc tăng năng suất không chỉ phụ thuộc vào
những yếu tố này but also “technology” công nghệ mà họ sử dụng. T&D cũng có thể giúp
nhân viên cập nhật công nghệ mới, sử dụng công nghệ hiệu quả và loại bỏ những công nghệ
lỗi thời.

Definition and objectives: p.112

- Individual objectives:
- Organizational objectives:
- Functional objectives:
- Social objectives:
How to adress ideas of learning and development strategy for others?
Case Infosys emphasize share knowledge after training,
Key thrust of HR is to develop human capital by improving capability. Capability is developed
through education, training, learning from others and learning from experience.
Identifying training need process:
Business strategy: low cost strategy, differentiation strategy, hybrid strategy with low price
good quality when you are new entrants into the market.
Learning strategy:
Activities to facilitate learning (các hoạt động tạo điều kiện học tập)
Learning function
Training cost:
Learning theories:
Andragogy: helping aldults to learn by engaging them in specific training activities such as
role play, simlulations.
- Action learning: learn from real project
- Expriential learning: individual learn best by experience, “learning by doing” person
will envole in a cyclical process of goal setting, planning, deciding, acting =>
reflection on their own experience rather than lecture.
- Project based learning: make choicess on a problem solving approach => gather data
from multiple channels to analyze -> make decission.
- Self directed learning: three segments goal, process, learner => sucess factor is
motivation
Bloom’s Taxonomy:classification talk about hierarchy of learning
- Cognitive: person intellectual abilities
- Affective: deals with interests, feelingsm values, appreciation, enthusiasm,
motivation and attitudes => 5 level of hierarchy
- Psychometric: 7 leveles (perception, set, guided response, mechanism, complex
overt response, adaption, origination)
- Training assessment: Gap between desired level and actual level of employees skills
or competencies.
Training design

Training analysis:
- Organization analysis: scan the external environment, internal to decide which parts
of activities will be trained and focused
- Task analysis:
- Person analysis: it can be occassioned by an issue of nonperformance or
unsatisfactory performance, new role=> reward, feedback.
- Syntigration: all manager will gather to discuss
- Testimonies:
 Need to understand the interrelationship between a critical job issue, critical process
issue and critical business issue.
Training objectives:
Training structure: p.138/490
Elearning: Synchronous (live learning with fixed time => interact online with an
instructor) and asynchronous (training provides more flexibility as it lets the trainees
work on the WBT at one’s own space , no real time interaction)
Blended (sys and asyn)
 Reach across geographies, flexibility
Employee development:
- Evaluation of training: model of Donald J.Kirkpatrick (4levels p.141/490)
 - ROI (Return on Investment) evaluation: the costs can include equipment, facilities,
personel… evaluating by comparing trained and untrained group to compare their
performance => Compare original training objectives with the outcome of the
program.
Future of training
Case p.144 Toyota training

Design thinking: exploration and interation/ attention to user needs/ observation/

visialization and prototyping (sản phẩm mẫu and try to visialize your solutions or you can
provide your proposal).
Tư duy thiết kế truyền thống, tư duy thiết kế

How startup favor their way of thinking?

Tư duy thiết kế thường được áp dụng hơn là tư duy truyền thống, they listen and observe,
regconise new needs and try to fit it, in start up getting feedbacks help them be a victory.
Many company is applied design thinking in their working.

Chapter 6: Competency management Quản trị năng lực

Competency describes outstanding performance of individual employees in specific role.
Case:
Practical competence: ability to perform task
Foundation competence:understand how and why task done
Reflecxive competence: năng lực phản xạ: integrate activities along with understanding.
Applied competence: Năng lực ứng dụng perform task with understanding and response
Từ điển năng lực: mang tính đặc trưng của tổ chức đây là hồ sơ ghi chép ngôn ngữ năng lực
được tổ chức đó sử dụng. Từ điển năng lực trình bày chi tiết sự kết hợp năng lực (kiến thức
chuyên môn, quản trị, tri thức về con người, tư duy , thái độ và kĩ năng. Từ điển năng lực
bao gồm các năng lực chung gắn với tất cả công việc (giao tiếp) và những năng lực phổ biến
đặc trưng cho những công việc quan trọng của tổ chức đó ( sáng kiến, làm việc nhóm) cũng
như năng lực cốt lõi của tổ chức (thành thạo kĩ thuật số, dịch vụ khách hàng) => Sự phân
biệt dựa trên trình độ thành thạo giúp tổ chức có thể áp dụng để phát triển kế hoạch hữu
hình.
Competency life cycle: 4 stages (competency mapping, competency diagnosis, competency
development, competency monitoring)
 Stage flow in the following manner
+ competency mapping: present to the organization with a broad outline of all relevant
competencies which are most critical to achieve its business objectives, business plan,
project needs, requirements from key roles. Work out in detail.
+ competency diagnosis: stock-taking is done of the current status of competencies and
equivalent individual proficiency level, cover skill gap analysis to inform the gap between
actual and desired number and level of competencies.
+ Competency development: Planning and scheduling of action plans for development
+competencu monitoring: continuous tracking of results achieved.

Competency modeling: The assortment of combination of knowledge, skills, abilities, and

other characteristics (KSAOS) required for performing effectively on a particular job.
Step in competency modeling:
+ Scan the environment: multiple factors (internal & external: culture, value, market the
preference of the customer) to create a perfect alignment between the mission, vision,
strategy the core competency for the organization and finally the measureable performance
and metrics of the employees.

Secure commitment of the Top leadership (p.156/490): Ensure valuable inputs in

preparation of the models at different levels of the hierarchy.

Specify the standards of performance:

It is imperative (extremely important) to select the right criteria for evaluating the
performance. It could be outcome meassure of the feedbacks from relevant groups like
superior, peers, stakeholder or data (sale volume or sales growth of market share)
Ex: Insurance company -> balance performance criteria should be return on equity,
combined mix, loss ratio, expense ratio,..
Nếu mà dữ liệu cứng quá khó để đưa ra criteria cụ thể thì có thể the alternate criteria could
be the performance rating by superiors, 360 degree feedback of superiors, peers,
subodinates,..

Determine the composition of comparison groups (thành phần của các nhóm so sánh):
including outstanding performance group and average performers group, poor performance
can be add complexity and enrich the process by making it possible to create a threshold
level for related competencies, especially for selection and for career progressions.
Recommended sample size for 20 with 12 outstanding and 8 average.

Obtain information: It is expensive and time- consuming method, requiring specific

expertise in BEI protocols and excludes noncritical incidents from job analysis.
Data analyssis, organization and presentation:

Application of competency models in HRM:

Selection: selection process itself.
Assessment center: In this center the participants were instructed to perform on an
assortment of simulated on the job situations => select the better fit.
The center: 4:1 to 1:1 assessee and assessor ratio. Assessors are drawn sometimes from
inside the organization or sometimes outside. (1-10 days)
 The best feedbacks build agreêmnt on the assessments/ definite map for his own
development of competencies.
Exercise:
+ In basket: imaginary day in the life of manager and typical activitiess: report notes,
telephone calls received by others => candidates have to prioritize and plan actions on
problems such as requests for leave, interpersonal conflicts. Sometimes will follow types of
interviewing process or questionare to evaluate problem solving, logic,…
+ Leaderless group discussion LGD: problems could be how to use and allocate tight budget.
The competencies observed in LGD are interpersonal understanding, communications,
impact and influencen, team leadership,..
+ Role plays: irate customers( xử lí khi gặp trường hợp khách hàng giận dữ) , unhappy
subordinates => test the participant’s emotional self control, information seeking, impact
and influence,…
+Presentation and vision and strategies: given limited time to prepare a presentation to the
top leadership group on the vision of the work group or the organization. => resources (flip
charts, markers, laptop without internet connection. Test logic and emotional involvemen in
the theme.

The uses of Assessment Centers:

Criticism of Assessment centers: Before taking the AC, company need to understand clearly
about what purpose they are going to use the data for.

Performance management: p.162

+ descibe critical competencies
+ design the PMS based on a combination of outcome orientation and competencuy
orientation
+ coach for performance improvement (should be covered both employeee and manager
based on competency improvement plan.
+ competency based training and development:
A training program has a structure:
(1) Formulate a competency model => what is desire level of key competencies
(2) Identify specific competenciess => to develop with minimum efforts and costs
(3) Choose an approriate method
(4) Develop AC and training curricula
(5) Evaluate training effectiveness
+ Competence-based compensation: the more they learn the more they earn

Challenge for competency model:

Case:

Future of work and implications for competencies:

We are living in a disruptive environment: globalization (industrial and knowledge- man
machine collaborated work- need to have adaptable attitude and continuous learning) and
virtualization of workplace
 Sense making, adaptive thinking, computational thinking, design mindset, ability to
interact respectfully and respect cutural otherness. It is no doubt that all of this will
be attributes of a global mindset.
Lesson 7: Chapter 8 Performance Management and appraisal: Đánh giá và quản trị thành
tích công việc. p.259
Case: Hoạt động đánh giá thành tích tại Signal
Lower level will be responsible for any result from top level in the headquarter.
Performance appraisal at Signal is lack of plainess/ clarity (sự minh bạch) positive things are
not prove but negative things will be consider seriously.
Quản trị thành tích giúp tối đa hoá sự đóng góp của nhân viên trong một tổ chức. Phụ thuộc
chủ yếu vào sức mạnh của triết lí tổ chức và sức thuyết phục cuả lãnh đaọ.

Objectives of performance management? Useful for both employee and employers

1. Objectives for the Employee
- Personal development
- Work satisfaction
- Engagement in the organization

2. Objectives for the Organization

- Provide information about employees and their development
- Measure the efficiency with which human resources are being used and improved.
- Provide linkages to compensation and rewards to employees.
- Maintain organizational control.
=> Cả hai phải kết hợp với nhau, mục tiêu của cá nhân phải cân đối với mục tiêu tổ
chức, nhân viên chỉ có thể thành công khi tổ chức thành công.
Performance management and performance appraisal (Quản trị thành tích và đánh giá
thành tích)
PM is the continuous process of identifying, measuring, developing the performance of
individuals and groups in an organization.
PA: is the ongoing process of reviews of employee performance over time, and is one
component of the entire performance management process. Tập trung vào đánh giá thành
tích và tạo ra xếp loại.

Common problems with performanve appraisals:

1. Đánh giá thành tích và quản trị chất lượng toàn diện
 Việc đánh giá thành tích có thể tạo ra thúc đẩy thành tích trong ngắn hạn, bóp chết
hoạch định trong dài hạn, gây ra sợ hãi, phá huỷ tinh thần làm việc nhóm, gây ra
ganh đua.
Giải pháp: Đầu tư vào lãnh đạo, đánh giá PA theo nhóm phòng ban
2. Inaccurate:
3. Comparison with peers
4. Unsuitable for the millenials: Chuyển sang đánh giá PMS
Note:
- Inaccurate: lack of data
- Infrequent: đánh giá được một giai đoạn chứ không đánh giá được cả quá trình.
- Comparision with peers
- Unsuitable for the millennials: Because they want to receive feeback immediately và
mình không có một cái commit nào là sẽ làm long term cả (Millennials change a lots)
Performance management process:
1. Contextual information (Thông tin bối cảnh, điều kiện tiên quyết_ prerequisites
something that you must care before other things)
Công ty đã có tầm nhìn sứ mệnh, phát triển nhân viên để đạt được mục tiêu tổ chức
With the vision and mission its show you direction -> clearly define requirements
which are fit with mission, vision to achieve goals
2. Planning
The organization need to establish the criteria and expectations for employee
performance. It is formal structured process for identifying and communicating the
organizational and individual goals. => Nhân viên có thể nhìn vào tiêu chí đánh giá
để reflect lại bản thân họ vài cải thiện.
Build agreement on the employee’s job responsibilities.
Clear doubts about targets and objectives that needs to be achieved.
Focus on competencies relevant for the job.

Traits
Traits including things such as apperance, attitude, initiative, work ethic, leadership
ability, sense of ethics, loyalty, adaptability and judgement. Traits such as timeliness,
judgment and attitude are used to good effect when the job connection is
established.
Behaviour
What the employee does and should do differently.Ex: certain behaviours such as
identifying what they do against what they get done => reward and regconition will
 lead to desied behaviour being repeated. Có sự khiển trách nếu như hành vi đó
không đúng.
Competencies: technical skill, ethical orientation, analytical thinking. Firstly,
identifying employee’s job competencies into the performance management
process. Feedback on competencies provides learning opportunities for employee.
Goal achievement
Potential appraisal
3. Performance execution: Thực hiện thành tích
- Employee responsibility
- Manager responsibility: creating suitable work environment to motivate employee,
upgradtion of initial goals, feedback and coaching..
4. Performance assessment
Ở giai đoạn này sử dụng nhiều nguồn để đánh gía thành tích toàn diện hơn. Sử dụng
dữ liệu thành tích được lưu trữ trong thời gian thật
- Rater problems (Vấn đề của người đánh giá): personal bias, thiên vị, vấn đề hiểu sai
chuẩn đánh giá như good quite good exellent, đánh giá dựa vào thời gian, sự kiện
gần thay vì đánh giá tổng thểm…
5. Performance management process
- Convey in simple language (ngôn ngữ đơn giản)
- Not vòng vo vấn đề (dances around the issue at hand), hesitation -> loses credibility
(giảm độ tin cậy của toàn đánh giá)
- Showing the employees’ shortcomings => give them a chance, the resolve and
motivation to keep up with the work to improve and commit to support them
development ( Được xem là thành công trong quản trị thành tích)
6. Renewal (đổi mới)
Setting new objects, standards and new accountabilities.

Các yếu tố quyết định thành công then chốt

Các loại hệ thống đánh giá thành tích
Tương lai của quản trị thành tích
1. Thành tích được ghi nhận
2. Nhà quản trị có thể nhận thấy thành tích rõ ràng bằng cách sử dụng hệ thống đánh
giá cân bằng
3. Nhà quản trị tiếp thêm nhiên liệu cho đánh giá
 PMS tương lai: Minh bạch (clarity _ rõ ràng, simplicity, timeliness, transparency).

Closing case: Mission of the GREEN MART is môi trường mua sắm đẳng cấp quốc tế với công
nghệ mới nhất, quản lý chuỗi cung ứng trơn tru và sự hài lòng tối đa của khách hàng
Renewals:
- Organise outlets logically or in order is a key to make appealing shopping
environment for customers, easily to check stocks.
- Behaviour of employees: positive, open minded with customers
- Sale policies is implied and clarity of discount strategies for customers to know and
choose.
- Increase responsiveness of products: increase inventory stock for responsing as fast
as possible to the customers.
Lecture note
What is performance appraisal: ônging process / review employees performance overtime.
Continuous: taking care of its day by day not year by year
Performance management not only tell you what you are good or bad but it is also tell you
strenghs and weaknesses. (they also give you feedback and recommendation to help you
boost your strength).
Performance management -> analysis your current situation -> to offer some courses or
training for your performance to improve in the future.

Discussion questions:
+ What would be an important steps in introducing an online PMS system for a small
organization used to an informal appraisal system? (Các bước quan trọng nào được dùng để
recommend cho công ty đã từng có informal appraisal)
When top management applies new online PMS system, they should announce clearly new
PMS and process of using online PMS to all head of departments. All of members in each
department need to apply this system consistenly.
Set timeline for each stages clearly or set timeline for review and give feedback for
employees automatically based on the online system, staff can go on the online PMS system
to look for their feedback on time from top managers, monitors, leaders .
Take advantages of data from PMS system to make plans for training, analysing the
performance of staf accurately.

Lesson 8: Compensation. Text book chapter 9,10 p.228

Open case:
Would you raise the minimum salary to 30LPA? From my view, I will not raise minium salary
for new employees, I will increase salary for specific people who dedicate themselves to our
company. With new staff, I will pay high salary for talented staff and they need to have c
commitment that they will stay and work in the office at least 3 – 4 years.
If you raise your minimal wage, if you pay new employees higher than old employees, it will
creat hate crimes => It will decrease of working in team and become more isolation.
Minimum wage x coefficient (2.34;2.67;3.00)
Bảng tiền lương tối thiểu và tiền lương tối thiểu vùng
https://luatvietnam.vn/lao-dong-tien-luong/bang-tra-cuu-luong-toi-thieu-vung-nam-2021-
562-23102-article.html

Chapter 11: Industrial Relations (quan hệ lao động)

Case: Industrial relations at everest:
Formulation of possible roadmap for resolution of the current impasse at Everest? What
role play to bring industrial harmony?
AC mua 50% cổ phần từ nhà đồng sáng lập Etex, cơ sở đặt tại Lakhmapur
Xây dựng một lộ trình hợp lí để giải quyết thế bế tắc hiện tại ở Everest.
Đình công do các vấn đề liên quan đến tiền lương, phục chức cho bị sa thải => Lãnh đạo
chính quyền cũng không làm được gì => đe doạ an ninh. => Mâu thuẫn người lao động địa
phương và người lao động chính thức.
Bạo lực leo thang (đâm nhà quản trị)
Quan điểm của nghiệp đoàn:
Lộ trình dự kiến: Ổn định các mâu thuẫn với cộng đồng -> Thoả thuận chính sách với hiệp
đoàn -> đưa ra các gói hỗ trợ sau khi tiếp nhận feedback từ đông đảo nhân viên -> ban hành
luật lao động và chính sách lương thưởng, phúc lợi rõ ràng.
Đóng vai:
Hoạt động hoà giải
Giải quyết sự than phiền của nhân viên

Quan hệ lao động: mối quan hệ giữa nhà nước và nghiệp đoàn, cá nhân lao động và người
sử dụng lao động, nhà nước có vai trò trong điều tiết mối quan hệ này.
Mục tiêu: mang lại mối quan hệ hài hoà giữa người lao động và người sử dụng lao động,
tránh các vụ đình công, bể xưởng.
Các phương pháp tiếp cận
(1) Hệ thống: Có hệ thống luật lệ được tạo ra để quản trị những người lao động tại đó và
cộng đồng việc làm. Quy tắc và quy trình áp dụng cho một tình huống cụ thể.
(2) Oxford: thể chế điều chỉnh công việc (nội bộ: hệ thống lương, quy trình tham vấn)
hoặc external (nghiệp đoàn)
(3) Xã hội học:Tập trung vào xung đột và tìm kiếm nguyên nhân thay vì cách thức giải
quyết
(4) Chủ nghĩa Mác: Nổi bật mối quan hệ quyền lực giữa tư bản và lao động, đánh dấu
bằng sự đấu tranh quyền lực.
(5) Tổ chức nhiều nhóm: Tổ chức được coi là một liên minh gồm các nhóm mạnh và
khác nhau. ( bao gồm ban giám đốc và nghiệp đoàn)
(6) Chủ nghĩa nhất nguyên: tổ chức như một tổng thể thống nhất và hài hoà, nhà quản
trị và nhân viên có một mục tiêu chung “happy house’ hợp tác vì tiến bộ của tổ chức.
(7) Gandhi: Thiết lập sự bình đẳng và phúc lợi vật chất cuả những người lao động trong
xã hội tư bản
(8) Lựa chọn chiến lược: Tiếp cận 3 bậc gôgm ra quyết định chiến lược ở cấp cao;
thương lượng tập thể hoặc hoạch định chính sách nhân sự ở cấp chức năng và giám
sát nơi làm việc.

Factors in IR
Nghiệp đoàn: Các nghiệp đoàn đẩu tranh cho quyền của các công nhân công nghiệp . Bắt
nguồn từ Anh
Hiệp hội người sử dụng lao động: Các thực thể thúc đẩy lợi ích tập thể
(1) Trade Unions: Responsibility for fighting for the rights of the industrial workers,
who sensed loss of control over time and labor while being engaged in the
production process in the wake of Industrial Revolution. => Raising benefits and
interests of employees side.
(2) Employers’ associations: Main purpose describes as “collective interests” around
business, across countries, the structure,...  making influence the government,
business community to adjust appropriate policy and regulartory processes to
boost economic environment, well - functioning business organization.
(3) Government: Making deeply impact on the relationship of the 2 main IR actors -
employers and employees to lay down the ground rules to make economy
prosperous, creating full employment opportunities, political ideology to reach
desirable nature of society.