MASTER OF BUSINESS

ADMINISTRATION

Intake 01, Ho Chi Minh City

Subject code: HRM501

Subject name: HUMAN RESOURCE MANAGEMENT

Assignment No: 01

Student Name: NGUYEN HUY DUY KHANH

Student ID No.: E1500219

I would like to confirm that I have known and understood the examination regulations of

the University of HELP and I hereby undertake this exercise was done honestly and in

accordance with the regulations set out.

Date of Submission:

Signature

Note:

The teacher will not give marks for the assignment without signature.

The student will get mark 0 if violation of the above commitment

STUDENT NAME : NGUYEN HUY DUY KHANH

INTAKE : 01

SUBJECT : HUMAN RESOURCE MANAGEMENT

SUBJECT ID : E1500219

VIETNAMESE LECTURER : CANH CHI HOANG

ASSIGNMENT No : 01

WORD LIMIT : 2000

Acknowledgements

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MBA Intake 1

HRM501 Human Resource Management

ASSIGNMENT 1

Question 1

INTRODUCTION

Previously the competition between institutions, companies, even between countries that initially

only the rivalry of capital scale, then switch technology elements. Nowadays the trend of

globalization, the most intense competition, organizational strategy that is consistent with

competition on humans. So human resources have become the most valuable asset, is the key to

the success of every organization of every business in the market economy. Recruitment

matching job is a difficult process, retain personnel for organizations in today is a challenge

compared to the 1990s.

BODY

Factors affecting HR in the organization that is The External Enviroment & The Internal

Enviroment:

The External Enviroment Impacting HR

Rapid Change

The internet revolution

Workforce Diversity

Globalization

Legislation

Work/Life balance

Skill shortages and the rise of the service sector

The Internal Enviroment impacting HR

Competitive position

Decentralization

Downsizing

Organizational restructuring

Self-managed work teams

The growth of small business

Organizational culture

Technology

Internal security

Outsourcing

Nowadays, in the age of globalization, the various challenges faced by HR practitioners today as

compare to the 1990s when it comes to retaining staff at the work place

Globalization of business

Workforce availability and quality concerns

Economic and technological change

Demographics and diversity issues

Organizational restructuring

In the trend of globalization, due to the strong development of science and technology and the

expansion of transnational companies, in particular the impact on developing countries, two

trends seemed contradictory taking place at the same time, it is just to promote labor mobility,

and limited line of this move. On the one hand, the needs of the labor market in many developing

countries and countries labor scarcity has created a labor flow to those countries from the

developing countries and surplus labor. On the other hand, the expansion of transnational

companies through FDI in developing countries has become a factor that keeps employees on

site, limiting line international labor migration, but they promote line domestic labor movement

from rural to urban, from the less developed areas to local development and to the professions

are more job opportunities and higher incomes.

Considering the broad sense these are different forms of the international labor market for labor

force work in the company are managed centrally according to certain standards, forcing workers

to learn lift the level required to meet the same job in the company's branches in different

countries. Labor in developing countries are attracted to the branches of transnational companies.

Thus, the essence remains the labor movement but not overcome national borders. A form of

international division of labor and invisible labor mobility is that in this age of computerization

and the Internet today, a man was sitting in his country and still be able to work for a company in

another country via the Internet. Thus, even without labor mobility, labor actually has been

internationalized, with the division of labor and mutual constraints. This is the new location of

the international labor market in the context of current globalization. Globalization, together with

the reform efforts associated with it, has increased competitive pressures on product markets.

Increased competitive pressure in turn will reduce the level of wages and determines

discrimination for female workers of the employer. Not only that, thanks to the trade in goods

and services, thanks to the flow of capital and the flow of the market, labor income in the long-

term trends in the developing countries is increasing. The positive impact of globalization on

wages was first pointed out in strict relation between wages and productivity in a country.

Economists generally acknowledged: Labour productivity grew faster than in the more open

economy, while 90% of the difference in wages is explained by differences in labor productivity.

With a certain extent, the movement of international capital flows can make financial crises more

likely, the loss of income caused by globalization can be significantly higher than what the

International trade brings. Financial crisis erupted reduced income from labor is due to the

capital inflows have more freedom of movement, while labor is not so. Therefore,

simultaneously with the "ventilate" labor market, improving the quality of human resources

required macroeconomic management and implementing good financial policies effectively.

Over five years, social networking - as intranets, WIKY (private website with an individual,

organization or community), media center, and many blogs and other forms - has changed the

way companies control training and talent management for many companies. The social

networking site today (LinkedIn, Facebook, MySpace and Twitter) are also gradually affecting

this change. This happens often to the point that many vendors HR and talent management

begins now see social networking as part of their business operation functions of their staff. At

the same time, many employees also want to join a work environment is supported by the

resources available to this collaboration.

Collaborative networks today help bring the HR department and the continuous feedback

from employees instant (though they have under management or not) in the field has become

important not only for its own employees activities, but also for organizations. However, while

these sites are useful for mining resumes, identify potential customers and promote team spirit

within the company, they also may reduce productivity and increase security risks.

The advancement of science and technology affect human resource development. Economic

development - society in the world today is essentially a race in science and technology,

improving quality race and labor efficiency on the basis of human resources modernization.

Scientific technical and technological development poses many challenges for human resource

management; requires enhanced training, occupational retraining, reorganization of the

workforce and attracting new workforce highly skilled.

The impact of scientific progress and technology:

Making changes to the labor structure of each country, each local: ascending intellectual

labor and manual labor increasingly tend to decrease; science and technology have an

enormous role in shaping the background "knowledge economy" and "information

society", developing high intellectual content in manufacturing, service and management

at all nation.

Making changes to the nature and content of human labor labor occupation: Multiple

knowledge and new technology introduction, requiring employees to regularly study,

lifelong learning in order to improve quality jobs, ensuring development objectives of

enterprises and organizations.

Advances science and technology gradually internationalized creating fierce competition

in terms of productivity, quality and cost. Many new industries emerge, many lost their

previous jobs, knowledge and professional skills of the workers wear quickly.

Advancement of science and technology has also changed the content, teaching methods

from primary education to university.

CONCLUSION

To conclude that it can be said that HR practice is becoming more and more challenging day by

day, they have to face lot of problems like retention, attraction of employee, dealing with

different cultural people, managing work force diversity, technological and informational

changes to overcome with these challenges training (Cross cultural training and technological

and informational training) is necessary of HR people.

To reduce mobility of professional personnel HR people have to motivate them from monetary

and non-monetary techniques. Proper performance evaluation system and proper career

development plans should be used in the organization to reduce professional mobility.

Following the challenges posed by globalization, it is hoped that the HR professionals will not

only destroy the stereotype routine methods of doing job but would launch HR full potentials for

more positive contributions to employees’ wellbeing and organization building.

REFERENCES

Biyani Girls College, J. (2009). Concept Based Notes Human Resource Management. Sector-3,

Vidhyadhar Nagar,: Deptt,of Management.

C.Anyin.Ph.D, F. (2011). HRM challenges in Nigeria under a globalised Economy. International

Journal Economics and Management Science, Vol1.No,4.

Shahi Raz Akhtar, U. (2012, 08 13). The environment faced by HR management is a challenging

one; changes are occurring rapidly across a wide range of issues. A study by the Hudson

Institute, entitled Workforce 2020, has highlighted some of the most important workforce

issues. From that and . Retrieved 02 28, 2014, from WWW.Google.Com.

Srivastva, M. E. (6, July 2012). The Emergining Challenges in HRM. International Journal of

Scentific Technology Research, volume 1.

Tannir, E. (2007). Training Manager . O.G.E.R.O, 3-5.

Tyson, S. (2006). Essential of Human Resource Management. New Yourk: Elsevier Ltd.

Question 2

INTRODUCTION

Baby Boomer, Gen X, Gen Y - these and other similar terms to describe groups of people of

different ages have become fairly well known and well used in recent years. These terms arise

from a theory that attempts to explain how different generations develop different value systems,

and the impact that this has on how younger and older people interact with the world around

them and with each other.

• The impact of the retirement of Baby Boomers on businesses.

• How businesses are dealing (or planning to deal) with the retirements.

• Who is replacing the Baby Boomer generation?

• What must businesses do in order to attract and retain these replacement workers?

BODY

Generations as Gen-Y, Gen X and Baby-Boomer-way distinction simplest is to divide workers

by age. Accordingly, Gen-Y: age under 30, mostly at staff level, professional, leader ... We have

a number of different definitions of the generations as Gen-Y, Gen-X and Baby -Boomer.

However, in the office environment, the easiest way to distinguish the employees divided by age

as follows: Gen-Y: age under 30, largely at staff level, expert, chief; Gen-X: 30-49 years of age,

mostly in middle management ranks, vice president; Baby-Boomer and: 50-65 years old, the

majority holds the top position of the business.

Generational Characteristics

Generation Seek Work Characteristics Strengths Weaknesses

Baby Boomers Money - Hard Working

- Sacrificing

- Lip service paid to

family and work/life

balance

- Service oriented

- Driven

- Willing to go the

extra mile

- Good at

- Discomfort with

conflict

- Reluctant to go

against peers

- Sensitive to

relationships

- Eager to please

- Good team

members

feedback

- Judgmental

- Self-centered

Generation Y Respect and

Recognition

- Technological

experts

- Change jobs

repeatedly

- Collective action

- Optimism

- Tenacity

- Multitasking

- Need supervision

and

Structure

- Lacks experience

- Poor people skills

Condition Gen-Y employees change jobs is accompanied by a tall big expenses for personnel

changes is the problem that companies worldwide headache.

According to research by Experience.com site, 70% of Gen-Y employees leave their first job

after 2 years together. This trend is increasingly common in developing countries like China,

Malaysia, Vietnam, with working time increasingly shortened.

Many Gen-Y employees working at the company only from 1 to 6 months, with people jumping

on a year to 3-4 companies.

According to the Hay Group study conducted in Vietnam and Malaysia, Gen-Y employees are

very older colleagues or their superiors about their reasons to make the company as well as their

reasons for quitting .

Gen-Y is always required to understand the purpose of the work is and how significant to the

profession. They hardly accept a boring job and no challenge. They want autonomy in their

work, and when the work is complete, they expect superior rapid recognition of their

contribution.

Gen-Y employees often do not sacrifice life to work, they want a balance between work, life and

always appreciated the element of fun in the work they are doing.

Businesses need special attention, besides competitive salaries, opportunities for learning and

development is the most important cause that a Gen-Y employees are motivated to work.

However, this is also the main reason that Gen-Y to leave.

In terms of reward and point "Please work hard, then he / she will be rewarded," Baby-Boomer

every right to no longer fit with Gen-Y.

Instead, "take my reward when I do a good job and I will do better" is what Gen-Y expectations.

All that Gen-Y employees need is immediate recognition of their contribution to the overall

success of the work.

Therefore, a letter of praise or recognition to their contributions posted publicly will even be

more effective than cash or material reward.

When assigning work to Gen-Y, the managers should pay attention to the obvious factors,

specifically. "Just do as I say" could ever accept Baby-Boomer, but with Gen-Y is not. They will

ask you again to really clear when they "need to do and why to do it."

In relation to the superior, Gen-Y are other Baby-Boomer. With them, the respect for superiors is

not something they are required to present the pressure on authority, hierarchy in the company,

but it is the result of a two-way relationship.

When the leader obtains heartless, making them capable and respected by faith, they respect is an

inevitable result.

SOLUTION

To retain and Gen-Y employees that work confidential, companies need to build a

comprehensive solution based on four factors: staff capacity, job requirements, management

style and environment work.

Reason for work

Gen Y Baby Boomers

1. Competitive salary 1. Corporate Reputation

2. Learning opportunities 2. Long-term benefits

3. Working abroad 3. Competitive salary

4. Brands company 4. Ability to advance into leadership

positions

5. Balancing work and life 5. The company's brand

Reason for leaving job

Gen Y Baby Boomers

1. Less chance of developing 1. Lack of recognition

2. The company's paid unfair 2. The management style of superiors

3. Career development prospects low 3. Assessing the effectiveness work

incorrectly

4. Lack of recognition 4. The business of the company unrest

5. The management style of superiors 5. The company's paid unfair

After the successful implementation of measures 4 factors, many leading companies such as P &

G, Microsoft, GlaxoSmithKline (GSK) has since set up a new secret: build consistency between

the declared value for customers (CVP) and the value proposition for employees (EVP). With

Gen-Y, this is an important factor indicates the extent of the company's commitment to them.

Such as P & G's CVP is "Improving life every day," very close to the EVP "Life is love, perfect

life". Similarly, customers, GSK claims "Improving the quality of life", also with employees,

encouraging GSK "Together, we create a better life".

Microsoft is also very successful in bringing the value "Open all possibilities" for customers

thanks to a staff of "Sharing passionate about technology and what technology can serve the

people."

Compared to the Gen-X, and Baby-Boomer particular, Gen-Y exist many differences belong to

the gap between generations. For Gen-Y employees working attachment and dedication to the

company, that the managers do not force them to change that, please understand accept these

differences, to develop policies the capacity to take advantage of the young labor force, nimble,

inquisitive and not afraid of difficulties, challenges.

CONCLUSION

In any business or organization, people talent is very important role for the success or failure of

business and organizations. Therefore, the business and organizations in the state or out of state

must find appropriate measures and effective to attract, develop and retain talented people to

ensure the maintenance and development.

There are many factors that impact on attracting and retaining talented people, including the

two most important groups of factors that any business or organization should also particularly

concerned that inter-group elements organizations and groups regarding factors related to people

in the organization. Selecting the right people, properly arrange work placements ensure the

compatibility between institutions and people, between people and jobs; paid mode and

appropriate reward for competence, qualification and personal contribution to the organization;

training and career development of individuals within the organization; and create opportunities

for every individual, especially those who have the capacity (human resources) is an opportunity

to test myself with the job difficult, challenging, etc ... are important elements in source element

group human resources that organizations need attention. At the same time, leadership, good

management, dynamic, creative business and organizations; suitable work environment,

reasonable structure with good coordination within and outside agencies and organizations;

organizational culture, etc ... are extremely important condition for attracting and retaining

talented people that any agency or organization should also pay special attention during

construction and development their development.

REFERENCES

Hudson, (2006). Trends and Issues -- Generations in the Workforce. The Hudson Employment

Index. Retrieved March 15, 2007, from http://www.hudson-index.com/documents/ushudson-

index-multigeneration-ExecutiveSummary.pdf

Website http://www.doanhnhansaigon.vn/nhan-su