assignment on human resources management topic dongnai technical college

The human resource management practices of KTDN college and proposed U00 .... Identify human resource management practices that affect the college's situation.. Effective performance man

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY

SCHOOL OF MANAGEMENT

O00- UEH

Lecturer: Ph.D Phan Quốc Tấn

3.1 The human resource situaton o£ KTDN colÏe€ge - -sscxsssssesesesssees 9 3.2 The human resource management practices of KTDN college and proposed U00 9

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d Compensation and Benefits REFERENCES

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Second, one of the most severe issues concerning KTDN College is a lack of talent According to Table 3, the number of lecturers rated A and B is decreasing year after year On the contrary, lecturers with ranks C and D are steadily increasing At the same time, more and more lecturers recorded rule violations throughout 2019 and 2021 Moreover, the data in Table 5 show arise in student complaints about the instructor With the evidence presented above, it is reasonable to conclude that the college's teaching quality is declining

Finally, KTDN College's ineffective training and development strategy According to academic level, the proportion of postgraduate level is large and increasing year by year When compared to the rank of lecturers, however, a contradiction emerges: better academic level, but lower quality of lecturers This suggests that the KTDN College training and development plan does not work The small number of participants in Table 3.17 (6 - 18 participants/program) is a piece of clear evidence

Based on Table 6, the lecturer’s dissatisfaction with salary and benefits, the environment and working conditions, opportunities for traming and promotion, bad relationship, and so on, leads to the problems mentioned above This indicates that the situation at KTDN College is caused by many factors, including not only objective factors like the teaching environment, facilities, pay, and bonuses, but also subjective

1ssues like the relatonship between coworkers or between lecturers and students However, from the position of a manager, the primary influential factor is the human resources department's policies and plans

Greater details will be presented in the following part 1.2 Identify human resource management practices that affect the college's situation

¢ Training and Development Training is a planned effort to enable employees to learn job-related knowledge, skills, and behavior Development involves acquiring knowledge, skills, and behavior that unprove employees’ ability to meet the challenges of a variety of new or existing jobs Therefore, effective training and developing plan is necessary for employees to acquire new skills, improve existing ones, boost output, and achieve better outcomes This strategy is intended to motivate employees to do their best in their jobs while also demonstrating their eligibility for promotion and salary increases during performance evaluations The negative expressions of lecturers in this situation are caused by dissatisfaction with the training and development plan, which is seen as “Few opportunities for traming and promotion” This indicates that the unsuccessful plan of KTDN College leads to the decreased qualifications of lecturers

© Performance management The process of ensuring that employees’ activities and outputs match the organization’s goals is called performance management Effective performance management helps the organization link employees’ behavior with the organization’s goals; provide information for day-to-day decisions about salary, benefits, recognition, and retention or termination; and develop employees’ knowledge and skills If this process goes smoothly, it will encourage employees to work hard in order to achieve the best high-quality results The more and more complaints from students and the increasing

number of lecturers ranked C, and D is the clear evidence of KTDN College's ineffectiveness in managing employee performance

¢ Employee relations Employee relations is a function focused on creating and delivering employees practices which help an organzation and its employees develop and maintain positive working relationships Its major role is liaising between employers and employees as well as building benefits and policies to create a healthy workplace It is obvious that KTDN College has not performed well in this practice, so it is reasonable when occurred situation The environment and working conditions are not good; Little attention, and support from superiors; and Co-worker relationship is not harmonious, which lecturers were unsatisfied with

© Compensation and Benefits Compensation and benefits is one of the important issues that an organization should be concerned about Because employees care about their earnings A job is the primary source of income and financial security Pay also is an indicator of status within the organization and in society at large, so it contributes to some people’s valuation Therefore, pay satisfaction is significant for attracting and retaining employees, special talented ones A well-planned strategy may aid in the reduction of turnover and the improvement of morale Furthermore, it may aid in motivating employees to meet the company's objectives In this case, it is certain that KTND College's compensation and benefits policy is flawed because the majority of employees agree that unsatisfactory salary and benefits

2 The theoretical basis of relevant human resource management practices 2.1, The Theories of Training and Development

2.1.1 Training employees Training refers to an organization's planned efforts to help employees in acquiring job-related knowledge, skills, abilities, and behaviors for use on the job Organizations need to establish effective training programs, teach skills and behaviors that will aid in the achievement of organizational goals, and ensure training readiness Organizations create such programs through instructional design which begins with a needs assessment

a Assessing the need for training An organization analysis, person analysis, and task analysis are all part of the needs assessment process The organization analysis evaluates the characteristics of the organization, such as its strategy, resources, and management support, to determine the appropriateness of training The person analysis determines an individual's training needs and readiness The task analysis identifies the tasks, knowledge, skills, and behaviors that should be emphasized in training It is based on an examination of the working conditions, such as the equipment and environment of the job, time constraints, safety considerations, and performance standards

b Planning an effective training program The planning process begins with defining the training program's objectives These should specify the expected performance or outcome, the desired level of performance, and the circumstances under which the performance should take place Based on the objectives, the manager determines:

1 Who will provide the training? 2 What topics the training will cover? 3 What training methods to use?

4 How to evaluate the training? The training methods chosen should be related to the training program's objectives and content Presentation methods, hands-on methods, and group-building methods are all examples of training methods

c Implementing a successful training program Learning principles should be applied during implementation Effective training communicates learning objectives, presents information in unique and memorable ways, and assists trainees in connecting the subject matter to their jobs When training is linked to job experiences and tasks, employees are more likely to leam Employees learn best when they demonstrate or practice what they have learned and receive constructive feedback When information is broken down into small chunks, presented with visual images, and practiced numerous times, trainees remember it better Written materials should be simple to read for trainees

d Evaluating the success of a training program Training evaluation should look for training transfer by measuring whether employees are performing the tasks taught in the trainmg program Training outcomes, such as change in attitude, ability to perform a new skill, and recall of facts or behaviors taught in the training program, should also be evaluated Training should improve the outcomes of the group or organization, such as customer satisfaction or sales Return on investment is an economic measure of training success

2.1.2 Developing Employees for future success Employee development is the combination of formal education, work experiences, relationships, and personality and ability assessments to help employees in preparing for the future of their careers Development programs often focus on preparing employees for management responsibility Development also may help employees prepare for

changes in responsibilities and requirements in their current jobs, such as changes resulting from new technology, and work designs

Training is more focused on improving performance in the current job, but training programs may support employee development

a The methods organizations use for employee development Organizations may use on-site or off-site formal educational programs such as workshops, university courses, and degree programs, company-sponsored training, or programs offered by independent institutions Organizations can use the assessment process to help employees identify their strengths and areas for improvement Employees develop by stretching their skills as they face new challenges on the job Interpersonal relationships with a more experienced member of the organization, often in the role of mentor or coach, can aid in the development of employees’ understanding of the organization and its customers

b Principles of successful mentoring programs A mentor is a more experienced, productive employee assists in the development of a less experienced employee Mentoring relationships develop informally, however organizations can establish a formal mentoring program to link mentoring to development goals A formal program also serves as a foundation for ensuring that all qualified employees are included Managers should receive rewards for encouraging staff development, mentors should be carefully chosen based on their interpersonal and technical abilities, trained for the position, and the program's effectiveness should be evaluated

2.2, The Theories of Performance management Monitoring employee performance in relation to goals, job descriptions, and other objectives for a specific position is part of managing human resources Performance

management is the process of ensuring that employees' actions and results align with the objectives of the company

a The activities involved in performance management Performance management activities include specifying the tasks and outcomes of a job that contribute to the organization's success The employee's performance over time is then compared to the desired performance using various measures To encourage good performance, rewards—the subject of the following section—are frequently devised The human resources department may be in charge of creating or obtaining questionnaires and other performance measurement tools The evaluation can be focused on individual employees or groups, and it can be done in the short or long term The person who completes the evaluation is usually the employee's supervisor Employees frequently evaluate their own performance, and in some organizations, peers and subordinates also participate

b Measuring the effectiveness of a performance management system Performance measures should be aligned with the organization's strategy and culture Performance measures must be valid in order to measure all relevant aspects of performance while excluding irrelevant aspects These measures should also provide interrater and test-retest reliability, ensuring consistency among raters and over time People who use or receive feedback from performance measurement systems should find them acceptable Finally, a performance measure should specify what 1s expected of employees and how they can meet those expectations

c Providing performance feedback effectively Performance feedback should be a regular, scheduled management activity so that employees can address issues as they arise Managers should plan ahead of time by establishing a neutral location, emphasizing that the feedback session will be an opportunity for discussion, and asking the employee to prepare a self-assessment Managers should strive for a problem-solving approach during the feedback session and

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encourage employees to express their opinions and discuss performance goals The manager should create opportunities to praise and should keep criticism to a minimum The discussion should center on behavior and outcomes rather than personalities 2.3, The Theories of Employee relations

Organizations frequently rely on human resource professionals to assist them in maintaining positive relationships with their employees This function includes preparing and distributing employee handbooks that detail company policies, as well as company publications such as a monthly newsletter or a Web site on the organization's intranet in large organizations The human resources department may be required to prepare these communications regularly Individual employees' communications will also be handled by the human resources department Employees turn to the human resources department for information on benefits and company policies Employees who believe they have been discriminated against, see safety hazards, or have other issues and are dissatisfied with their supervisor's response may seek assistance from the HR department Department members should be prepared to deal with such issues Employee relations entail additional responsibilities in organizations where employees belong to a union The organization engages in collective bargaiming regularly in order to negotiate an employment contract with union members To ensure that problems are resolved as they arise, the HR department maintains communication with union representatives

2.4, The Theories of Compensation and Benefits Employee motivation is greatly influenced by their pay and benefits This is especially true when rewards, such as bonuses, are tied to an individual's or group's accomplishments Pay and benefit decisions can also support other aspects of an organization's strategy

a Establishing a pay structure Organizations make decisions to define a job structure or the relative pay for various jobs within the organization They establish different levels of responsibility and relative

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