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Introduction
First: Khai Last: Nguyen; DBA, MSc, MBA
Co-founder of family business producing and trading
cashew
14 years teaching experiences
Contact information:
khaimba1979@yahoo.com
khaidba2012@gmail.com
Cell: 0913665996 - 0937883992
Skype: khaimba
Facebook: KHAINGUYEN



The Human Resource Mangement
Process
Finding Qualified Workers
1. Use recruitment to find qualified job applicants

2. Use selection (techniques and procedure) to
decide which applicants should receive job offers
Recruiting: 1. Job Analysis
A purposeful, systematic process for collecting
information on the important work-related
aspects of a job.

Work activities
Tools and equipment used to do to the job
Context in which the job is performed
The personnel requirements for performing
the job

Results of Job Analysis
Job description
a written description of the basic tasks, duties, and
responsibilities required of an employee holding a
particular job

Job specification
a summary of the qualifications needed to
successfully perform a job
Using Job Analysis,
Descriptions, Specifications
Used throughout the staffing process to ensure
that selection devices and decisions are job-
related.

Job analyses, descriptions, and specifications help
companies meet legal requirements that HR
decisions be job-related.
Recruiting: 2. Internal Recruiting
The process of developing a pool of qualified job
applicants from people who already work within
the company.

Job posting

Career path

Recruiting: 2. External Recruiting
Process of developing a pool of qualified job
applicants from outside the company.

Advertising
Employee referrals
Walk-ins
Outside organizations
Employment services
Special events
Internet job sites
Selection
Selection
the process of gathering information about job
applicants to decide who should be offered a job

Validation
the process of determining how well a selection
test or procedures predict future job performance
Selection Process
Applications and Resume scanning

References and Background Checks

Selection tests

Interview

Final Decision


Application Forms and Rsums
Application forms may only ask for valid, job-
related information

Rsums pose a problem because of false data.
References and
Background Checks
Employment references
contacting previous employers or coworkers
to learn more about the candidate

Background checks
used to verify accuracy of information that
applicants provide about themselves
Getting Background Information
Conduct criminal record checks
Ask applicants to sign a waiver to check
references, run a background check, or
contact people with knowledge of work
history
Ask applicants if there is anything they want
the company to know
Consider hiring a private investigator
Selection Tests
Specific ability tests
Cognitive ability tests
Biographical data (biodata)
Work sample tests (performance tests)
Assessment centers
in-basket exercise
leaderless group discussion


Interviews
Unstructured interviews


Structured interviews


Semistructured interviews
Structured Interview Questions
Situational questions

Behavioral questions

Background questions

Job-knowledge questions
Topics to Avoid in an Interview
Children
Age
Disabilities
Physical characteristics
Name
Citizenship
Lawsuits
Arrest records
Smoking
AIDS/HIV
Developing Qualified Workers
3. Use training to develop qualified workers


4. Use performance appraisal to give meaningful
performance feedback
Training and Training Needs
Training
providing opportunities for employees to develop the
job-specific skills, experience, and knowledge they
need to do their jobs or improve their performance

Needs assessment
the process of identifying and prioritizing the learning
needs of employees
E-Learning
Advantages
reduce travel costs
increase productivity
decrease employee stress
Disadvantages
not always the appropriate method
not effective for changing behavior or developing
problem- solving skills
require significant investment in technology
many employees find it boring and unengaging
Evaluating Training
Reactions

Learning

Behavior

Results
Performance Appraisal
The process of appraising how well employee are
doing their jobs.

Accurately Measuring
Job Performance
Objective performance measures
measures of performance that are easily and
directly counted or quantified (output, scrap,
sales, etc)

Subjective performance measures
require that someone judge or assess a workers
performance
Sharing Performance Feedback
360-degree feedback
feedback comes from four sources: the boss,
subordinates, peers and coworkers, and the
employees themselves
Improving Performance Reviews
Separate developmental feedback from
administrative feedback
Performance appraisal feedback sessions
should be based on employee self-appraisals
What people do with the feedback matters;
it helps if people discuss their performance
feedback with others, and discuss it with
people who provided it


Keeping Qualified Workers
5. Use strategic compensation to retain qualified
employees

6. Learn how to lay off employees how to treat
retired employees appropriately

Compensation
The financial and nonfinancial rewards that
organizations give employees in exchange for
their work.
Compensation Decisions
Pay-level decisions
Decisions about whether to pay workers at a
level above, below, or at current market
wages.
Job evaluation
determines the worth of each job by determining
market value of skills required to perform it
Compensation Decisions
Pay-variability decisions
The extent to which employees pay varies
with individual and company performance
Piecework
Commission
Profit sharing
Employee stock ownership plans (ESOP)
Stock options

Compensation Decisions
Pay-structure decisions
Concerned with internal pay distribution

Hierarchical pay structures

Compressed pay structures
Employment Separation
A broad term covering the loss of an employee for
any reason.

Involuntary separation

Voluntary separation
Terminating Employees
In most situations, firing should not be the first
option.

Employees should be fired only for a good reason
(wrongful discharge).

Employees should always be fired in private.
Downsizing
The planned elimination of jobs in a company.

May actually decrease productivity and lead to loss
of skilled workers.
Retirement
Early retirement incentive program (ERIP)
offer financial benefits to employees to encourage
them to retire early.
reduces number of employees, lowers costs,
creates new openings
Phased retirement
employees transition to retirement by working
reduced hours before completely retiring

Employee Turnover
The loss of employees who choose to leave the
company.

Functional turnover

Dysfunctional turnover