Mindmap Human Resource Management (Mindmap ôn tập Quản trị nguồn nhân lực)

Mindmap tổng hợp ôn tập các chương môn Quản trị nguồn nhân lực bằng Tiếng Anh dựa trên các kiến thức được học tại lớp và từ sách Human Resource Management của Gary Dessler. Mindmap ôn tập chương Job analysis, Personnel Planning, Interview Candidates, Training and Developing Employees, Performance Management and Appraisal

JOB ANALYSIS

Observation

Human Behavior Machines, tools, equipment and work aids

Decide how you will use the information 1

TYPES OF INFORMATION

TO COLLECT

Interview

Questionaries

Performance standards => KPI, expectation Job context=> work condition, work schedule

Human requirements

Organization context Education

Personal attributes Aptitiudes

Physical charactertistic Personality

Interests

(6 STEPS) 2 Review relevant background information

3 Select representative positions => Bước này được thực hiện khi vị trí công việc

này có quá nhiều người làm

4 Actually analyze the job

6 Develop a JD and JS

3 ways to interview

Individual

Supervisor

Format

Structured

Unstructured prepare list of questions

able to obtain enough information

can't ask outside

follow the right order

Yes/No Question<=Structured

checklists

Open-ended questions

Pros (+)

first-hand information

Cons (-) Mainly physical activities

Reactivity

Work activities Machine, tools Performance standards Job contexts

JD

Working conditions and Physical Environment

Job identification General nature<=Job summary

<=Relationships Standard of Performance

SPECIALIZED TO ENLARGED JOBS

Skills

JS

Presentability

Purposes (Usage) Performance appraisalCompensation

Recruitment and selection

HR activities

CONDUCT A JOB ANALYSIS

Work activities => job's actual work acitivities

DEFINE

METHODS OF COLLECTING JOB ANALYSIS INFORMATION

Collect all the information about the job Knowledge

Duties

Social context

5 Verify the job analysis information Participant's diary/ logs

Group <= job holders

doesn't depend on

the job holders

records worker's activities chronologically

Skills

Knowledge of and for the job Attitude for the job

Human requirements Human behaviours

Preference

WRITING

Responsibilities and Duties

Title Dates Approvals Supervisor's title Salary Grand level/ID staff

job-holders relationships with

other inside and outside the firm

Job enrichment =>give more authorities Job rotation =>moving workers from one job to another Job enlargement =>assign additional same-activities

Chapter 2:

Bonheur_neitForecast techniques

Trends analysis Scatter plot

Ratio analysis

Computerized forecast

Managerial judgement

(Dephi technique)

a firm's past employment

needs of the last 5 years

follow the same trend

apply to sales-related departments

Sales, Production, etc

relationship between two variables

the next 5 years

Top-down approach

Functional manager -> CEO

Step : Forecast HR needs

Step :Forecast the supply of candidates

Step : Match the need & supply

Inside candidates

Manual system Personnel replacement charts

Computerized

information system

Human Resource Information System (HRIS)

MARKOV analysis

Qualification/ Skill inventories

Use traditional way to pick up

All the records in physical environment (Warehouse)

promotability most crucial

position

Work experience codes

Product or service knowledge

Industry experience Formal education

matrix the probabilities that employees in

the chain of feeder positions key job

Demand = Suppy

Demand > Suppy (Personnel shortage)

Demand > Suppy (Personnel Surplus)

Succession planning Outsourcing Part-time job Overtime Recruiting Training and retraining

Layoff

Downsizing

Restricted hiring

Reduced hours

Early retirement

dismissal

without

justification

dismissal for proper

no compensation

Procedure for identifying

1.Posting open job positions

3 Succession planning

Qualitative Skills

Send internal posts

Intramural website Bulletin board

Paper information via departments

identify the average increase/reduction

01

PERSONNEL PLANNING AND RECRUITING

Personnel planning

Bottom-up approach

CEO -> Functional Dept (HR Dept, MKT Dept, etc)

present performance

No action

2 Rehiring former employers Help-wanted ads

Bonheur_neit 01

Personnel planning Step :Forecast the

supply of candidates

Outside candidates Employment Agencies

Public Noprofit Private

Locate outside candidates

Advertise Recruit via Internet

Alternative Staffing & Temp Agencies

In-house contingent

seasonal temporary

under contract

Short-term basis Explicit

Outside services

Offshoring / Outsourcing Outside vendorssupply services

aboard

On-Demand Recruiting Services (ODRS)

Headhunters

Excutive recruitment

contract work

to a third party paid by

hour or project

College recruiting

Referrals &

Walk-ins

not percentage fee

Intership win-win situations

Construct effective ads AIDAmodel

A: Attention I: Interest D: Desire

Trade & Professional journals TV/ radio

junior staffs

seniors

PERSONNEL PLANNING AND RECRUITING

Part-time workers

casual

Just-in-time workers

transfer the firm procedures in another countries (Ex: establish factories in other nations)

=Belong to the government pay money

A: Action Newspaper

experts

Telecommuters

Unstructure (nondirect) interview

pursue points of interest

questions relate to the job vacancy

Structure (direct) interview

follow a set of questions

Employers prepare a list of questions

Interview content Situational interview

Job-related interview Behavioral interview

Stress interview

how the candidate behaved to actual events job-related relevant past experiences

a series of rude questions

Interview administration

One-on-one interview

Panel interview (board interview)

Sequential interview

Unstructured sequential interview

Structured sequential interview

each interviewer's viewpoint is different

interview sequentially

by several persons rate the applicant on a standard form

conducted by a group of interviewers

Mass interview

interview several candidates simultaneously

use standardized questions

ask questions as they arise

without regard for a predefined structure

Phone interview

Video/Web based interviews Computer based interviews

Selection interview

respond in situations that

may arise in the future

Interview candidates

Appraisal interview

Exit interview

ahead of time

in the past

Types of interview

independent

Conduct an Effective Interview Step 1: Know the job

Step 2: Structure the interview Step 3: Get organized

Step 4: Establish rapport

Step 5: Ask questions

Step 6: Take brief, unobtrusive notes

Step 7: Close

the interview

Step 8: Review

the interview

know the main duties, responsibilities required for that open position

format type of interviewee’s questions way to interview

time location

create a good relationship between the interviewer and the interviewee simple

basic questions

feel welcome

& at ease basic information to function effectively

understand the firm in a board sense begin socialization process

Employee benefits

Daily routines

Training & Developing Employees

Orientation content

Training process

know what to expect in work & behavior

HR policies

Company operations Facilities tour

Provide employees the basic

background information

about the firm

Definition Purposes

networking

Employee orientation Safety regulations employees the basic skillsteach new or current

perform their jobs

Definition

The ADDIE Five-Step Training Process

Succession planning

Managerial On-the-Job Training

Off-the-Job Management Training

Job rotation

Executive coaches

Step 4: Begin management

development

Step 1: Anticipate management needs position in the futureforecast vacancy key

Step 2: Review firm's management skills inventory review & find potential records

Step 3: Create replacement charts create personnel replacement card

basic information skills, knowledge,etc develop potential candidates (managers)

Mentoring Action Learning

Management Development

Techniques

Analyze the

training need

Develop the course Design the overall training program

Implement training Evaluate the course's effectiveness

new employees

current employees

task analysis

JD JS work activities skill/knowledge

performance analysis performanceactual performancestandard

compare

Role-playing

Management games

Outside seminar

University - Related Program

Case study method

Corporate universities

Implement training

On-the-job training Off-the-job training

Coaching

or unstudy

Job rotation Special assignment

Apprenticeship training Job instruction training

Programmed Learning Behavior Modeling

Audiovisual-Based training

Lectures

Internet-Based training

The virtual classroom Vestibute

training

Computer-Based Training

(CBT)

1.Modeling 2.Role-playing

3.Social reinforcement 4.Transfer of training

Design the study Train effects to measure

material practice+

firsthand experience

Types

Methods

learn a job by actually doing it

provide step-by-step training List each job’s basic tasks key points

present problems

to learners to respond allow them

provide feedback

work that

too costly &

dangerous

teams of managers

compete make computerizeddecisions

realistic simulated situations

Study written Video case descriptiobs

Bonheur_neitevaluate an employee's current

and/or past performance

Performance appraisal

Performance Management &

Appraisal

Definition

relate to their performance standards

Variation

Step 1:Defining the job

& performance criteria

Step 3:Providing feedback session

Step 2:

Measuring the appraisal

performance

the gap between

performance standard (PS)

& actual performance (AP)

AP > PS

AP < PS

Efficiency

Deficiency raise salary & benefits

discuss with the employee

organize training programs

Conduct Effective Appraising Performance

JD SMART Goals

S: specific M: measurable

A: attainable

R: relevant

T: time based

Graphic Rating Scale Method

Alternation Ranking Method Paired Comparison Method

list several job demensions or traits

a range of performance values

2 factors

rate by

identifying

the score

only broad criteria

can be assessed

unable to rate a subject's

specific features waste of time

rate from

best to worst particulartrait

Forced Distribution Method Critical Incident

Method

percentages of ratees are placed

in various performance categories similar to gradeon a curve

keep a record of employee's uncommonly examples

good undesirable

relate to job performance

review it with employees predetermined times

Behaviorally Anchored

Rating Scales 2 factors rating scales

narrative critical incidents

Management by Objectives (MBO)

organize or conduct an appraisal interview types

numbers

letters combination of numbers & letters

Who do the

HR department

Subordinates Self-ratings Peers

Rating commitees

6 Provide feedback

1 Set the organization’s goals 2 Set departmental goals

3 Discuss departmental goals

4 Define expected results (set individual goals)

5 Conduct performance reviews

Appraising performance

Problems

Unclear standards

Halo effect Central tendency

Leniency or strictness Bias

Conduct a performance appraisal interivew

Preparation 1

2 Planning

3 Actual coaching