Họ và tên: Đặng Quỳnh Giang………………………………….

MSSV: 31221025500……………………………………………..
Lớp: ADC03 – Sáng thứ 7…………………………………

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

1. Human Resource Management defined:

A system of philosophies, policies, and functional activities for attracting, training,
developing, and retaining employees within an organization, with the aim of effectively
aligning with the organization's strategic objectives and meeting the increasingly rational
needs of the workforce.
- Attracting employees: search for talented individuals who fit organization’s culture
and goals.
- Training them to their full potential: provide excellent coaching, skill development,
and opportunities to learn.
- Keeping them motivated and engaged: create a positive work environment with fair
compensation, growth opportunities, and recognition.
- Aligning everyone with the plan: ensure everyone understands the organization's
goals and how their role contributes to success.

2. Goals of Human Resource Management:

- Enhancing labor productivity and organazational efficiency by utilizing human
resource effectively.

- Meet the increasingly high demands of employees, creating conditions for them to
maximize their capabilities, stimulate motivation, and create enthusiasm in the
workplace, thereby strengthening loyalty and commitment to the business.

 Raising workplace conditions to empower growth, ignite passion, and cultivate

unwavering loyalty.

 Embrace evolving employee demands through a stimulating, capability-maximizing

environment.

3. The evolution of HRM:

 Global Context:

- Trends in scientific management

The science-based management was initiated by Taylor, supported by many scientists

such as Gilbreth, Gantt,… develop research to rationalize working methods, develop
scientific labor norms and improve the way enterprises are organized and managed,
so that foremen do not need to closely supervise workers but workers still have to
work hard to meet the requirements of the employer.

Scientifically based management methods are widely applied and bring great results
in terms of labor productivity and output. However, the main disadvantage of this
method is that it does not care about the rights of workers, lowering the role of
workers to the level of machinery, equipment, and other factors of the manufacturing
process.

- Human relations movement

Human relations movement has contributed to improvements in the working

environment but has achieved only limited results in improving productivity and job
satisfaction of workers. The main disadvantages of this method are:

 Simplify the behavior of people in the organization.

 Not caring about the differences of individuals.

 Not evaluating and checking job requirements.

- HRM problems

The problem of fierce competition in the market along with the transition from the
industrial production process in the traditional way of modern technology, changes in
career structure, employment and increasing needs of employees have created a new
approach to human resource management in organizations and businesses.

- Strategic HRM

 Enterprises have human resource planning and leaders are widely involved in human
resource planning.

 The close relationship between the human resource plan and the business plan,
between the human resources department and other departments.

 Managers perform the role of supporting, empowering, encouraging subordinates,

emphasizing commitment and developing creativity.
 People are a strategic resource for gaining competitive advantage.

Vietnam’s Context:

- Transitioning process

Before 1975, Vietnam transitioned from a centrally planned economy to a market

economy. Despite high economic growth, the two goals of human resource
management is achieved to a very limited extent. Enterprises need to have a human
resource management system with new policies on recruitment, training, pay, reward
and evaluation to suit new requirements and approaches to human resource
management in the market economy.

4. Basic functions of HRM

- Attracting human resources, focusing on ensuring a sufficient number of employees

with the right qualities for the work of the enterprise.

- The function of training and developing: focusing on improving the capacity of

employees, ensuring that employees in the enterprise have the necessary skills and
skills to successfully complete the assigned work and create conditions for
employees to develop maximum personal abilities.

- Maintain human resources and effectively use them in the enterprise.

*Personnel management versus HRM:

5. HRM activities in enterprises

 6. HRM Models

This model emphasizes that the three groups of functional activities have a reciprocal
relationship, not a steering relationship. Each of the functional groups of human resources is
closely related and directly affects the remaining functions, serving the goal of human
resource management.
 7. Differences between HRM and Personnel management in Vietnam:

- For all types of enterprises:

 HR is a valuable asset that needs to be invested and developed to bring

personal satisfaction and contribute the most to the organization.

 Labor relations are built on principles of equality, collaboration, and mutual

benefits.

- For State-owned enterprises:

 Organizational structure is no longer the commanding factor in determining

human resources management activities within the business.

 The authority to manage human resources is vested in the organization.

8. Challegences and opportunities:

- External challenges

The rapid and widespread change of business environment, fierce competition, the
internet and advances in technology, globalization, legal systems with regulations,
shortages skilled workforce.

- Internal challenges

 HR values, employee engagement, leader and followers relationship,

organizational culture, structure, and diversity.

 Applying appropriate engineering technology.

 Improving the competitiveness of enterprises.

- Challenges arise from stakeholders

 Making employees fit into the organization.

 Improving labor productivity, responsibility and ethics in business.

 Ensure safe and stable work.

 Stimulate to motivate employees to be loyal to the business, minimize the

turnover and turnover rate.

- Opportunities:

 Change management .
  Tech. advance adoption.

 Knowledge management and talent recruitment.

 Strategic HRM development.

 Culture development.

9. HR Department:

This is a table of organizational structure and operational functions of the

Human Resources Department

10. Organizational characteristics:

- Goals: establish and communicate objectives to all departments and individuals.

- Culture: build guidelines for the employee experience, leadership capabilities.

- Values: rebalance the workforce, shaping the value of talent.

- Decision-making: react quickly and make decisions in uncertain situations.

- Structure: apply new models, streamline the structure, and create flexible conditions
for the workforce while reducing HR costs.
- Talent: plan workforce strategies and attract talent, improving performance
management systems.

- Learning: retrain and upgrade employee skills, fostering a learning culture.

- Digital Platforms: develop or apply electronic platforms in HR operations.

- Ecosystems: collaborate with technology partners providing HR tech solutions.

11. HRM in Metaverse

- Metaverse is avirtual world, blending physical and digital environments to provide a

more comprehensive information, increased interactivity, a more realistic experience,
and higher visualization capabilities for production activities.

- Managerial orientation.

- Employee orientation.

- Guidelines for deploying Metaverse: value recognition, metaverse system building,

role assignment, train and guide, task assignment and control.