Group 3ba human resource management

Case study: Human resources management and the failure of Yahoo In this essay, our group will summarize human resource theories and the process of determing human resources as well as explore the factprs that contribute to Yahoos demise and examine the lessons that can be learned from this case study for effective human resource planning in orgsnizations.

DIPLOMATIC ACADEMY OF VIETNAM

FACULTY OF INTERNATIONAL ECONOMICS

MIDTERM ESSAY Module: Business Administration TOPIC: HUMAN RESOURCES MANAGEMENT

TABLE OF CONTENTS

1.2 The fundamental functions of human resource management 41.3 Models of human resource management applied in enterprises 5

B Case study: Human resource management and the failure of Yahoo! 13

I Reasons for choosing this case study 13

II History of development and operation of Yahoo! 13

III Human resource management and the failure of Yahoo! 15

3.2 The controversial human resource management policies of Marissa Mayer 16

3.2.4 About the stage of job performance evaluation 19

INTRODUCTION

Human resource planning is a critical component of any organization's success

By strategically managing its workforce, a company can achieve its goals andobjectives, adapt to changing market conditions, and stay competitive in today'sfast-paced business environment However, poor human resource planning can havedevastating consequences, as evidenced by the case of Yahoo Once a leading internetgiant, Yahoo's decline and eventual sale to Verizon in 2017 can be attributed, in part,

to its unstable human resource planning policies

In this essay, our group will summarize human resource theories and theprocess of determining human resources, as well as, explore the factors thatcontributed to Yahoo's demise and examine the lessons that can be learned from thiscase study for effective human resource planning in organizations

A Summary of human resource management

I Overview of human resource management

1.1 Introduction of human resource management

1.1.1 Definition

Human resource management refers to the process of developing andimplementing tools, means, strategies, and solutions to logically and effectively useemployees' abilities and strengths In other words, human management in theemployer-employee relationship As a result, the enterprise's corporate goals are metwhile employees' particular needs are met

1.1.2 The role of human resource management

Human resource management has four primary roles, which are as follows:

The first is to manage and create policies for the enterprise's human resources The second is the consultancy for various aspects of the company The third function

is to support other departments with recruiting, training, and welfare services The

fourth responsibility is to check personnel and oversee the application of HR

regulations

1.1.3 Goals of human resource management

Human resource management focuses on basic goals related to business, peopleand society as follows: 1) The objective of the enterprise is to attract, develop andmaintain a quality and effective workforce that meets the strategic business objectives.2) Objectives of functional departments in the enterprise are responsible forcontributing to the common goal of the whole enterprise in accordance with theirprofessional scope 3) The personal goal is to meet the increasing needs of theemployees of the enterprise, creating conditions for the employees to becareer-oriented, to develop their personal capacity, to be motivated and motivated atthe workplace work school 4) The goal for society is to meet the needs andchallenges of society

1.2 The fundamental functions of human resource management

Attracting, training, developing, and keeping employees are the three majorroles of human resources Attracting human resources entails guaranteeing a sufficientquantity of individuals with the necessary skills for the job The purpose of training

and development is to increase staff capacity and ensure adequate working skills andcertifications The maintenance function's role is to stabilize and effectively utilize theenterprise's human resources.

1.3 Models of human resource management applied in enterprises

1.3.1 Overview

A human resource management model is a set of human resource managementpolicies and viewpoints that are used to implement human resource management in anorganization

1.3.2 Types of human resource management models

First is the secretarial model This paradigm is primarily concerned with data

collection, reporting, and administrative responsibilities Second is the legal

framework This strategy is primarily concerned with understanding legal difficulties

to assist firms in avoiding labor disputes Third is financial modeling This concept focuses on resolving wage disparities between employees and businesses Fourth, is

the governing model Human resource managers understand and share goals andvalues to provide business-appropriate solutions The human resource management

department's employees serve as online managers' trainers The fifth model is the

humanistic model This concept is intended to foster and nurture human ideals and

potential The sixth model is based on behavioral science Organizational psychology

and behavior serve as the foundation for human resource management activities in thisapproach This concept is now extensively utilized in areas like evaluation, incentive,training, staff development, and so on

1.4 Human resource management environment

The external environment, internal environment, human factors, andmanagement elements comprise the human resource management environment Eachsection has several aspects that influence each company's human resourcemanagement process

1.4.2 Internal environment

Internal environment affecting human resource management includes 1)Objectives of the enterprise; 2) Business development strategy; 3) Corporate culture;4) Union

be paid and evaluate staff objectively and equitably

1.5 Challenges of human resource management

The first is business restructuring Workers confront several obstaclesfollowing the reform and restructuring of the enterprise apparatus, including job loss,lower benefits, relocation, workplace… Second, because globalization will be aregular trend in the future, businesses will confront various human resource issuessuch as communication, loyalty, wage, and so on Thirdly, delayed growth might beattributed to market shifts and competition reasons Fourth, there are two major types

of labor diversity Age, social trends, ethnicity, gender are core factors, whilesupplementary variables include income, marital status, religion, education… Finally,

as a company grows, its employees' ideals and desires alter dramatically They desirebetter treatment, a more productive workplace

II Theories of human resource management

Some prominent theories include Abraham Maslow's theory of needs, DouglasMcGregor's theory of X and Y, William Ouchi's theory of Z, Frederick Herzberg'stwo-factor theory, etc

2.1 Abraham Maslow's Theory of Needs

Maslow's Hierarchy of Needs has five stages

The first level is physiological requirements (Physiological Needs) Eachperson's most practical and vital necessity is physiology Eating, relaxing, physiology,

and so on are all things that help individuals live and develop Physiologicalrequirements are at the bottom of Maslow's hierarchy Higher wants will be unable toarise until this need is supplied and satisfied.

The second level is security requirements, and safety (safety, security needs).The Maslow pyramid moves on to the next requirement As these basic requirementsare addressed, individuals will progress to greater demands for their security andsafety It is the desire for a pleasant life and a stable community

The third level is societal requirements (Belonging needs) Social needs includeboth mental and emotional requirements As a result, everyone desires to be a part ofsocial ties such as the workplace, school, family, etc This is an incredibly significantand fundamental necessity for everyone

The fourth level is esteem requirements In every company or setting, this is theurge for recognition, they want to be liked and respected

The urge for self-actualization is the fifth stage The ultimate need in theMaslow hierarchy is self-actualization This is the drive to succeed To follow theirtalents and interests while contributing positive values and advantages to society

Source:Simply Psychology.com

2.2 William Ouchi's Theory Z

Some features of Theory Z include:

First, mutual trust and openness According to Ouchi, there should be mutualtrust among employees, supervisors, workgroups, unions and management In fact,trust and openness are closely related When trust and openness exist in anorganization, the chances of conflict are reduced to a minimum Second, close linksbetween the organization and employees To make employees loyal and committed tothe organization, a strong bond (strong connection) must exist between theorganization and the employee Third, collective decision-making To elicit employeecommitment, it is desirable that employees participate in the decision-making process.Fourth, the free-form organizational structure Theory Z holds that there is no formalstructure for organizations The structure should be based on teamwork andcollaboration with the sharing of information, resources, and plans Fifth, the role offacilitator and coordinator for management and leadership Managers must act asfacilitators and coordinate the actions of everyone, including within their workgroups.Sixth, general culture To promote mutual understanding, excellent human relationsand cooperation within an organization, theory Z emphasizes on common culture, e.g.uniforms for employees without distinction, common canteens for all everyone,

III Human resources management process

3.1 Human resource planning

3.1.1 Definition of human resource planning

Human resource planning is the process of studying and determining humanresource needs in order to make policies and activities related to human resources toensure that enterprises have enough quality, productive and qualified human resourcesand achieve the stated overall goals

3.1.2 Human resource planning process

Step 1: Analyzing the environment and defining goals => Step 2: Analyzingthe current status of human resource management => Step 3: Forecasting humanresource needs => Step 4: Forecasting human resource supply => Step 5: Planninghuman resource programs => Step 6: Inspecting and evaluating the implementationstatus

3.2 Job analysis and design

3.2.1 Job analysis

Job analysis is essentially the process of studying job content in order todetermine the working conditions, tasks, authority, and necessary qualities and skills

Job analysis process contains 4 steps

Step 1: Defining the scope of job analysis => Step 2: Preparing for job analysis

=> Step 3: Collecting data and analysis => Step 4: Developing job descriptions and

job specifications

3.2.1 Job Design

Job design is the process of combining discrete pieces of work together to form

a complete task to be assigned to an individual or employee Job design is the process

of identifying specific tasks to be completed and the methods used to accomplishthem, and the relationship of that work to other jobs in the organization Severalapproaches to job design include:

- Training costs are low

- Repetitive work leads toboredom and mechanical work

- Employees lose interest in work

- Complicated in controlling,organizing learning and working

- Requires a lot of deep training

- Increased pressure on workers

Job enrichment - Ensure specialization according - Resources are fragmented,

reducing the advantage of scale

- Reduced system control

3.3 Manpower recruitment

3.3.1 Definition

Recruitment is the process of attracting human resources from different sourcesand selecting the right people with suitable standards to use in the right job positionsthat the business wants to recruit Human resource recruitment is a specific steptowards realizing the goal of human resource planning Human resource recruitmentactivities in the enterprise include: activities to ensure that the enterprise has enoughqualified candidates in order to select the most suitable people for the enterprise

Multiple-choice test => Step 6: Second interview => Step 7: Verify investigation =>

Step 8: Health check => Step 9: Hiring decision

3.4 Training and development in human resources

3.4.1 Overview

The process of training and development is an activity that tries toprovide employees with information, skills and understandings about theorganization’s work and goals with the aim of improving the organization'seffectiveness and the performance of the individuals to future work

3.4.2 Training process and training methods

About the training process, training programs need to be developedsystematically and based on consideration of the real needs of enterprises The processconsists of 3 stages: needs assessment, training phase and evaluation phase

3.5 Performance appraisal

Performance appraisal is the process to ensure that employees meet currentstandards and improve job performance in the course of their work in the organization.This is a very important activity in human resource management

Personal development

- Identify individual training needs

- Feedback on job performance

- Define transitions and job duties

- Identify individual strengths and development needs

Administrative decisions

- Wage

- Advancement

- Maintain or lay off

- Recognition of personal achievements

- Temporarily laid off (temporary unemployment)

- Identify weak employees

Maintaining and

developing the

organization

- Human resource planning

- Identify the training needs of the organization

- Evaluate the achievement of the organization's goals

- Information for creating and setting goals

- Evaluate human resource systems

- Consolidate and maintain the organization'sdevelopment needs

- Standards for reasonable research

Providing

documentation

- Documentation for human resource decisions

- Assistance in achieving legal requirements

Table 1 The basis purposes of the performance appraisal

3.5.1 Performance appraisal process

Picture 1 Performance appraisal process

3.5.2 Methods of performance appraisal

Scorecard method: list the main requirements for employees when performingwork such as: quantity, quality of work, style, behavior, …Alternate ranking method:rank employees from best to worst on a trait or vice versa on key points such as workattitude, work performance, … Retention criticism method: record employees’ majorerrors or good results in the work in order to evaluate who performs very well or verypoorly Behavioral observation method: observe the employee's job performancebehaviors based on the number of observations and repetition frequency of thebehaviors

3.6 Payment for labor

3.6.1 Overview of payment for labor

Salary is a motivating factor Employees will feel excited if they are well-paidwhich deserves their effort and performance, thereby striving more in the future.Payment for labor is not only the needs of employees but also the responsibility andobligations of the enterprise towards employees

About the employee's income structure, an employee's income includes basic

salary, allowances, bonuses and other benefits

In addition to material payment, enterprises also have non-material payment forlabor Non-material payment is shown through factors such as attractive, interestingwork or a working environment with reasonable payment policies and comfortableworking conditions,