Những kiến thức cần nhớ về HRM

Những kiến thức cần nhớ về HRM HRM Human Resource Management SHRM Strategic Human Resource Management SIHRM Strategic International Human Resource Management HRIMS Human Resource Information Managemen.

Những kiến thức cần nhớ HRM HRM: Human Resource Management SHRM: Strategic Human Resource Management SIHRM: Strategic International Human Resource Management HRIMS: Human Resource Information Management Systems HRP: Human Resource Planning SHRP: Strategic Human Resource Planning HRD: Human Resource Development PM: Personnel Management KPI: Key Performance Indicator GFC: Global Financial Crisis IR: Industrial Relations SWOT: Strengths – Weaknesses – Opportunities – Threats PEST: Political – Economic – Social – Technological SMWTs: Self-managing work teams CBL: Competency-based learning SRM: Strategic Reward Management BARS: Behaviorally Anchored Rating Scales MBO: Management by Objectives EAPs: Employee Assistance Programmes Selection Process: steps Macro Environment: Application Demographic Early Interview Cultural Testing Political Background Investigation Technological Selection Interview Natural Medical Economic Decisions Appointmnet Micro Environment: Company HRM Functions: Publics Recruitment Competitors Selections Intermediaries Traning and Developmnet Customers Performance Managemnet Suppliers Reward Management Industrial Relations (IR) Result-based Methods: Sources of Recuitment: Internal Environment (MT bên trong) >< External Environment (MT bên ngoài) Management by Objectives (MBO) Goal Setting (Theory) Balanced Score Card Balanced Scorecard: financial customers internal processes learning and innovation Nonmanagerial Employee – First-line Managers – Middle Managers – Top Managers Extrinsic Rewards (Financial Moneytary – Developmental – Social) Intrinsic Rewards Base Pay Plans Skill – based Pay Executive Incentive Plans (Short-term Incentives – Long-term Incentives) Reward System Objectives (Attract – Retain – Develop – Motivate) Behavioural-based Methods Welfare: phúc lợi Chapter 1: Industrial Revolution: No Autonomy; No self-management; Inflexible working hours; Individual income; Work at large, noisy workplaces PM: Personnel Management HRM: Human Resource Management SHRM: Strategic Human Resource Management Explain the /four/ stages of the Evolution of HRM 1900 – 1940 Welfare & Administration 1940 – mid 1970 Welfare, Administration, Staffing, and Training mid 1970 – late 1990 HRM & SHRM 2000 – future SHRM into the Future explain the main difference(s) between PM, HRM, and SHRM Time and planning perspective Psychological contract Control systems Employee relations perspective Preferred system Roles Evaluation criteria Chapter 2: Globalisation: described as `the increased pace of economic and cultural interconnectedness between different countries’ GFC: Global Financial Crisis: refers to the period of extreme stress in global financial markets and banking systems between mid 2007 and early 2009 Demographics: the number and characteristics of people who live in a particular area or form a particular group Aging population: the number of the elderly in society Fertility: ability to increase or decrease population Mortality: the percentage of death people in society Paternity Leave: time that a father has days off so that he can spend time with family Maternity Leave: time that a mom has days off after she has a child Work-life Balance: a balance between work and life /six/ main components/categories of the External Environment Political and Legal Factors; Economic Factors; Social and Cultural Factors; Technological Factors; Demographic Factors; Natural (nature)/ Environmental Factors list and explain the main recent trends in HRM Aging population Declining fertility rates Declining mortality rates Intergenerational conflict Different values and expectations Increased female participation rates in the workforce Chapter 4: HRP: is the systematic forecasting of the existing supply of and future demand for employees Internal VS External Environment: The Environment that exists inside and outside the organization Environmental Scanning: is gathering information about events and their relationships of organization internal and external environments SWOT Strengths – Weaknesses – Opportunities – Threats PEST: Political – Economic – Social – Technological HRIMS: Human Resource Information Management Systems List the /three/ (main) stages of Environmental Scanning List the /four/ main stages of the HRP process Labour demand forecasting Labour supply analysis Balancing supply and demand Formulating staffing strategies to meet organisational needs List some of the main benefits of HRIMS (es) Improved planning and program development; Faster information processing; Improved response times; Decreased administrative and HR costs; Accuracy of information; Enhanced communication at all levels Chapter 5: Job Analysis: is becoming a constant and dynamic process Job Competencies: is related to personality traits and attributes KPIs: Key Performance Indicators Job Design: focuses on meeting the needs of both the employee and employer /six/ main HRM functions Recruitment Selections Traning and Developmnet Performance Managemnet Reward Management Industrial Relations (IR) Chapter 6: Employee Attraction also known as Recruitment: Is attempting to locate and attract qualified and experienced people Internal VS External Sources of Recruitment: may include electronic record systems and the intranet VS are used to find special Qualifications and to obtain new ideas and technology E-cruitment: is the online recruitment process /six/ steps of the Selection Process Application Early Interview Testing Background Investigation Selection Interview Medical Decisions Appointmnet Analyse and provide examples of Internal and External Sources of Recruitment Advertisements Recruitment agencies Executive search firms Educational institutions Employee referrals Unions Online recruitment Chapter 7: Talent Retention: is the ability of an organization to retain its employees Induction: is a process – more than information provided on the first day HRD: should be developed systematically On-the-job VS Off-the Training/ Learning: Provided at the workplace VS at a site away from the actual workplace Mentoring vs Coaching: Long-term VS Short-term; Improve skills VS support personal growth /four/ stages of the Systems Approach to HRD Needs Analysis Programme Objectives Delivery Evaluation Main benefits of Induction is a process – more than information provided on the first day Examples of On-the-job Training/ Learning and Off-the Training/ Learning Coaching and mentoring VS Case studies Chapter 8: Performance Management: is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization Behavioral-based VS Result-based Approach Have key dimensions – [1] Source of behavioural information, and [2] Type of rating system used VS Focus on measurable outcomes Main people/stakeholders involved in Performance Management Process The organisation’s strategic plan Provide examples of the Behavioral-based Approach and the Result-based Approach to performance review/ evaluation Peer Review – performed by someone of equal rank VS Focus is on goals rather than activities or traits Why performance review programmes usually fail Lack of top management support; Lack of job relatedness standards; Rater bias; Excessive paperwork; Using the programme(s) for conflicting purposes Chapter 10: Reward Management: choosing financial rewards compatible with non-financial rewards Extrinsic VS Intrinsic Rewards: associated with, but external to the job: Financial; developmental; social VS arise from the content of the job Base Pay plan(s): pay for the job rather than for the person in the job (Cash-supplement) Benefit plan(s): Financial entitlements that directly supplement cash base pay Performance-related plan(s): are rewards given in recognition of past performance and in order to reinforce and enhance future performance Fringe benefits: are taxable Main reward categories Job-based Skill-based Competency-based Provide examples of extrinsic rewards and intrinsic rewards Base pay VS job challenge Main differences between reward plans for top management roles and regular employees (top) management shares financial gains with employees