Pham Hong Ngan – HRM201 – Final assignment

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PHAM HONG NGAN E2200036

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Module/Subject Information
Acknowledgement
Module/Subject Code HRM201
Module/Subject Name Managerment Human Resources
Lecturer/Tutor/Facilitator DR. OOI KOK KEE
Due Date 28 December 2023
Assignment Title/Topic
Intake (where applicable)

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Signature: PHAM HONG NGAN Date: 28/12/2023

E-mail: e2200036@elplive.my.edu

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 Pham Hong Ngan – HRM201 – Final assignment

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QUESTIONS
1. Critically discuss the challenges, issues and opportunities of applying BDA and related
technologies in recruitment and selection in SaigonTec.
Challenges:
Data Privacy and Security:
SaigonTec must grapple with the challenge of ensuring the privacy and security of the vast
amount of data involved in recruitment and selection. Handling sensitive candidate information
requires robust measures to prevent data breaches.
Algorithmic Bias and Fairness:
The use of Big Data Analytic (BDA) raises concerns about algorithmic bias. SaigonTec needs
to critically assess and mitigate bias in algorithms to ensure fair and unbiased recruitment decisions.
Employee Resistance and Adaptation:
The integration of BDA may face resistance from employees accustomed to traditional
recruitment processes. Ensuring a smooth transition and fostering adaptability among the workforce
is crucial.
Issues:
Human-Machine Collaboration:
Balancing the roles of human judgment and machine-driven analytic poses challenges.
Deciding on the extent of reliance on algorithms versus human insights in the recruitment process is
an issue SaigonTec needs to address.
Quality of Data:
The effectiveness of BDA heavily depends on the quality of the data used. Ensuring accurate,
up-to-date, and relevant data is an ongoing challenge for SaigonTec.
Ethical Use of Data: SaigonTec must address ethical considerations related to the use of
candidate data. Ensuring transparency and fairness in how data is collected, processed, and used is
an important ethical concern.
Opportunities:
Efficient Recruitment Processes: BDA offers SaigonTec the opportunity to streamline and
enhance the efficiency of recruitment processes, reducing time-to-hire and improving overall
effectiveness.

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Predictive Analytic for Talent Acquisition: By leveraging predictive analytic, SaigonTec can
anticipate future talent needs and align recruitment strategies accordingly, ensuring a proactive
approach to workforce planning.
Enhanced Candidate Experience:
BDA allows for a personalized and data-driven approach to candidate interactions. SaigonTec
can use this technology to enhance the overall candidate experience and satisfaction.
Diversity and Inclusion Improvement: BDA can help in mitigating bias and promoting
diversity in the hiring process. SaigonTec has the opportunity to create more inclusive recruitment
practices through data-driven decision-making.
Critical Discussion:
Balancing Automation with Human Touch: The challenge lies in finding the right balance
between automation and the human touch in recruitment. While BDA can streamline processes, the
human element remains crucial for understanding intangible qualities in candidates.
Continuous Learning and Adaptation: SaigonTec faces the ongoing challenge of keeping its
workforce updated with the evolving technology landscape. Continuous learning initiatives are
essential to foster adaptability and ensure effective utilization of BDA tools.
Addressing Socio-Economic Concerns: The shift towards BDA in recruitment raises
sociolect-economic concerns, including potential job displacement. SaigonTec needs to consider the
broader implications and develop strategies to address any adverse effects on the workforce.
In conclusion, while the adoption of BDA in recruitment and selection presents significant
opportunities for SaigonTec, addressing the associated challenges and issues requires a thoughtful
and strategic approach. The company must prioritize ethical practices, employee training, and a
balanced use of technology to harness the full potential of BDA in optimizing its recruitment
processes.
Challenges:
Unemployment Due to Automation: Automation in manufacturing and management can lead
to workforce reduction, especially in repetitive and routine tasks. Traditional workers may face job
loss or the need to adapt to new roles.
Candidate Assessment Programs and Algorithms: The use of programs and algorithms to
evaluate candidates can raise concerns about bias and lack of transparency in the recruitment process.
Ensuring fairness and transparency in the application of these technologies is essential.
Opportunities:
Optimizing the Recruitment Process: BDA can help SaigonTec optimize the recruitment
process by analyzing data to identify suitable and promising candidates more quickly. This can save
time and money.
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Creating New Job Positions: Emerging technologies open up opportunities to create new job
positions in the fields of BDA, data management, and information technology project management.
These positions can provide opportunities for employees with the necessary knowledge and skills.

Developing Technology Skills: Employees can take advantage of opportunities for learning
and developing new technology skills. This can help them adapt to a changing work environment and
provide opportunities for personal development.
2. Critically discuss which TWO (2) human resources functions will be least affected by the
introduction of BDA in SaigonTec. Support your deliberations with any theories
Two human resources functions that may be least affected by the introduction of Big Data
Analytic (BDA) in SaigonTec are as follows:
Employee Relations: Employee relations involve managing the relationship between the
organization and its employees, addressing concerns, and fostering a positive work environment. This
function is often rooted in interpersonal skills, understanding human behavior, and effective
communication. While BDA can provide insights into employee sentiment through data analysis, the
nuanced and subjective aspects of employee relations may still rely heavily on human interaction and
qualitative assessments. The emotional intelligence required to navigate complex interpersonal
dynamics is a human attribute that may not be easily replaced by algorithms.
Theory Support: The Human Relations School of thought, pioneered by Elton Mayo,
emphasizes the importance of social factors and human relationships in the workplace. It asserts that
understanding and addressing employees' social needs is crucial for organizational success. BDA
may not fully replace the need for human intervention in fostering positive employee relations, as the
human aspect remains central to building trust and rapport. ( Elton Mayo, 2021)
Organizational Development and Culture Building: Organizational development involves
initiatives aimed at improving the overall effectiveness and performance of the organization. This
includes shaping the organizational culture, implementing change management strategies, and
fostering employee engagement. While BDA can provide data on organizational performance and
identify areas for improvement, the human aspect of understanding and shaping culture is intricate
and requires a deep understanding of the organization's unique dynamics.
Theory Support: Edgar Schein's Organizational Culture Theory emphasizes the role of leaders
and their interactions in shaping organizational culture. The theory highlights the importance of
shared values, beliefs, and assumptions in influencing behavior. BDA may assist in identifying areas
for cultural improvement, but the implementation of cultural changes often requires leadership
involvement, communication strategies, and a deep understanding of human behavior within the
organizational context. ( Schein, Edar.H, 2012)
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In both cases, the human touch, emotional intelligence, and qualitative insights play pivotal
roles, making these HR functions less susceptible to complete automation or reliance solely on BDA.
While data analytic can complement these functions by providing valuable insights, the complexities
of human relationships and organizational culture necessitate a human-eccentric approach in
SaigonTec.
For SaigonTech, Big Data Analytics (BDA) can be applied and impact various functions of
Human Resource Management (HRM). Here are some of the HRM functions that BDA can influence:
Recruitment and Candidate Selection: BDA can be used to optimize the recruitment process
by analyzing data from candidate resumes, interview results, and work history to identify the most
suitable candidates for job positions. This helps reduce time and resources spent in the recruitment
process.
Performance Management: BDA can assist in monitoring and evaluating employee
performance based on data related to productivity, job quality, and other factors. This helps
SaigonTech identify opportunities to improve individual and organizational performance.
Resource Allocation for Human Capital: BDA can support effective allocation of human
resources by predicting future workforce needs based on production trends and development plans.
Training and Employee Development: BDA can help identify training and development needs
for employees based on performance assessments and individual goals. This optimization can
enhance SaigonTech's training and development programs.
Personnel Operations Management: BDA can assist in managing employee information, work
schedules, and related record-keeping tasks efficiently.

Predicting Future Human Resource Needs: BDA has the ability to predict the future workforce
requirements of the organization based on historical data analysis and market trends. This enables
SaigonTech to forecast and plan for growth and expansion.
CASE 2
Case Study: ESG (Environmental, Social and Governance)
Han fruits company has been operating a medium size dried fruits processing plant in Hanoi,
Vietnam. The company has been exporting most of its products to America and European countries
over the last three years. Recently, the customers from both America and Europe have requested that
they would consider continuing to purchase products from Han fruits if they have put in place the
practices of ESG in their operations. The management of Han fruits understands that different
countries would have different challenges in practicing ESG framework. These challenges include
sociolect-cultural, economical, regulatory, infrastructure, stakeholder engagement and others. Han
fruits has decided to engage you as their consultant to advise them on this ESG project.
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QUESTIONS
1. Propose a viable plan on how Han fruits could engage their employees in Vietnam to
successfully upholding the ESG principles and contributing to sustainable development.
ESG (Environmental, Social, and Governance): What It Entails for Human Resources
ESG, short for Environmental, Social, and Governance, is a framework used to evaluate and
measure the performance and impact of an organization or business in terms of its environmental,
social, and governance practices. Here's a breakdown of how ESG activities relate to human resources:
Environmental:
Workplace Environment Management: Organizations need to ensure that their workplace
environment is safe, healthy, and compliant with environmental protection regulations. This includes
managing workplace hazards and minimizing environmental impacts.
Energy Efficiency and Resource Conservation: Optimizing energy usage and resource
conservation in production and management processes to reduce the environmental footprint.
Social:
Human Resources and Workforce Management: Ensuring a fair, safe, and inclusive work
environment that respects the rights and well-being of all employees. This includes fair compensation,
workplace safety, and career development opportunities for all.
Supply Chain Management: Assessing and monitoring supply chain partners to ensure they
adhere to social, ethical, and environmental standards while producing or supplying products and
services for the organization.
Governance:
Corporate Leadership and Governance: Ensuring transparent and responsible corporate
governance practices, defining the roles and powers of governing bodies like the Board of Directors,
and upholding accountability.
Business Ethics and Legal Compliance: Ensuring compliance with all regulations and laws,
while also adhering to ethical standards and anti-fraud measures in business operations.
The policies for employee engagement in ESG (Environmental, Social, and Governance)
activities can be established to ensure that employees actively contribute to the implementation and
adherence to the organization's ESG standards. Below are some key policies for employee
engagement in ESG programs:
Ethical and Social Policies:
Code of Conduct: The organization should have a clear Code of Conduct outlining ethical
values and social standards that employees are expected to adhere to.
Reporting and Compliance Policies:

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Whistleblower Policy: Ensure the existence of a safe and non-retaliatory reporting mechanism
for employees to report any ethical or ESG violations they may come across.
Compliance Management: Policies should clearly define employees' responsibilities in
adhering to ESG standards and how the organization checks and ensures compliance.
Training and ESG Integration Policies:
ESG Training Programs: Provide training related to ESG for all employees to ensure they
understand and engage in ESG activities.
Integration of ESG into Daily Work: Ensure that ESG principles are integrated into every
aspect of employees' daily work.
Reward and Recognition Policies:
ESG Incentives: Consider establishing incentive programs for employees based on individual
or team ESG performance.
Recognition and Appreciation: Create recognition and appreciation programs to honor and
encourage employees who actively participate in ESG activities.
Community Engagement Policies:
Community Engagement: Encourage employees to actively participate in social and
environmental activities within the community.
Supply Chain Policies:
ESG Supplier Certification: Ensure that suppliers and partners participate in the organization's
ESG program.
Establish an ESG Task Force:
Objective: Form a cross-functional task force comprising representatives from various
departments to drive the ESG initiatives.
Activities: Identify passionate and knowledgeable individuals across departments. Conduct regular
meetings to discuss and implement ESG strategies. Foster collaboration and communication among
team members.
Employee Training and Awareness:
Objective: Educate employees on the importance of ESG principles and their role in
contributing to sustainable development.
Activities: Develop training programs on environmental conservation, social responsibility, and
ethical governance. Provide resources, workshops, and seminars on sustainable practices. Regularly
communicate updates and success stories related to ESG initiatives.
Incentive ESG Participation:
Objective: Motivate employees to actively participate in ESG initiatives by offering
incentives and recognition.
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Activities:Introduce an employee recognition program for outstanding contributions to ESG.

Tie ESG goals to performance evaluations and rewards. Create friendly competitions to encourage
innovative sustainable ideas.
Employee Feedback Mechanism:
Objective: Establish a feedback loop to gather insights and suggestions from employees
regarding ESG initiatives.
Activities: Implement regular surveys or suggestion boxes to capture employee perspectives.
Hold town hall meetings to discuss ESG progress and gather feedback.
Actively address and incorporate employee suggestions into the ESG strategy.
Green Team Initiatives:
Objective: Empower employees to take ownership of specific ESG projects and initiatives.
Activities: Form "Green Teams" responsible for specific environmental or social projects. Provide
training and resources to Green Teams. Encourage creativity and innovation in implementing
sustainable practices.
Knowledge Sharing Sessions:
Objective: Facilitate knowledge sharing among employees to enhance their understanding of
ESG principles.
Activities: Organize regular knowledge-sharing sessions led by experts in sustainability.
Encourage employees to share their experiences and insights. Create an online platform for
continuous learning and information exchange.
Community Engagement Opportunities:
Objective: Involve employees in community-focused ESG activities to foster a sense of
purpose.
Activities: Organize volunteering opportunities in local communities. Support employees in
initiating community-driven projects aligned with ESG principles. Highlight the impact of employee
involvement on local communities.
Transparent Communication:
Objective: Ensure transparent communication about HANfruits' ESG goals, progress, and
challenges.
Activities: Regularly update employees on the company's ESG performance. Share success
stories and milestones. Address concerns and provide avenues for open communication.
Continuous Improvement Feedback Loop:
Objective: Establish a continuous improvement process for refining and evolving ESG
initiatives.

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Activities: Regularly assess the effectiveness of ESG programs through feedback and metrics.
Adapt strategies based on changing circumstances and feedback. Celebrate achievements and lessons
learned to foster a culture of continuous improvement.
Leadership Involvement:
Objective: Demonstrate commitment to ESG principles from the top-down to inspire
employee participation.
Activities: Ensure leadership actively participates in ESG initiatives. Share leadership's
personal commitment to sustainability. Encourage leaders to lead by example in adopting eco-
friendly practices.
By implementing this comprehensive employee engagement plan, Han fruits can create a
culture of sustainability, instilling a sense of pride and shared responsibility among employees. This
approach not only aligns with ESG principles but also contributes to the overall success and positive
impact of the company in Vietnam and beyond.
2. Critically discuss any TWO (2) theories to support your proposal recommended in Question
No. 1 above mentioned.
Expectancy Theory:
Background: Expectancy Theory, proposed by Victor Vroom, posits that individuals are
motivated to act in a certain way based on their belief that their efforts will lead to a desired outcome
and that this outcome is valuable to them. Applied to the context of engaging employees in ESG
initiatives at Han fruits, this theory can help explain and enhance motivation. (Victor Vroom,1964)
Application: Linking Effort to Desired Outcomes: Ensure that employees understand the
direct link between their efforts in embracing ESG practices and the positive outcomes for the
company, the environment, and local communities. Highlighting the impact of individual
contributions on achieving sustainability goals creates a sense of purpose.
Personalized Incentives: Tailor incentives and recognition programs based on individual
preferences and values. Some employees may be motivated by financial rewards, while others may
value non-monetary recognition. This customization aligns with the expectancy theory, where
employees expect that their efforts will result in rewards that matter to them.
Communication of Clear Expectations: Clearly communicate the expectations related to ESG
initiatives. Employees should understand what is expected of them and the specific outcomes that are
achievable through their efforts. Clarity in expectations enhances the belief that putting in effort will
lead to desired results.
Social Cognitive Theory:
Background: Social Cognitive Theory, developed by Albert Bandura, emphasizes the role of
observational learning, imitation, and modeling in shaping human behavior. In the context of ESG
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engagement at HAN fruits, this theory underscores the significance of social influence and learning
from others.( Bandura,2000)
Application: Role Modeling by Leadership: Leaders should serve as role models by actively
participating in and endorsing ESG initiatives. When employees observe leaders demonstrating
commitment to sustainability, they are more likely to adopt similar behaviors. This aligns with the
social cognitive theory's emphasis on observational learning.
Peer Influence and Collaboration: Foster a collaborative environment where employees can
share their experiences and successes in implementing sustainable practices. Encourage the formation
of "Green Teams" or peer-driven initiatives. The theory suggests that individuals learn from
observing the behaviors and achievements of their peers, making collaboration a powerful motivator.
Learning Opportunities: Create opportunities for continuous learning about ESG principles.
This could include workshops, knowledge-sharing sessions, and interactive platforms where
employees can learn from each other. Bandura's theory suggests that individuals learn not only by
direct experience but also by observing and learning from others.
Conclusion: By incorporating Expectancy Theory and Social Cognitive Theory into the
employee engagement plan, HAN fruits can create a motivational framework that aligns individual
efforts with desired outcomes and leverages the power of social influence. This dual-theory approach
addresses both the individual motivational aspects and the collective learning and modeling aspects
crucial for successful ESG implementation in the workplace. (BNT Anh, 2021)
"Human Capital for Sustainable Development" is a concept that focuses on the idea that
investing in human resources, such as employee development, training, and well-being, is essential
for the long-term sustainability and success of organizations and communities. It combines principles
of human resource management (HRM) with sustainability initiatives to create a workforce that
contributes not only to short-term profitability but also to long-term economic, social, and
environmental goals.
Here are some key theoretical frameworks and concepts related to HR capital for sustainable
development:
Human Capital Theory: This theory, emphasizes the importance of education, training, and
development in enhancing an individual's economic productivity. In the context of sustainable
development, investing in employees' skills and knowledge can contribute to both individual and
organizational success.( Gary Becker)
Social Capital: Social capital theory suggests that relationships, networks, and social
connections within an organization or community can have a significant impact on sustainable
development. Building strong interpersonal relationships and fostering collaboration among
employees can enhance organizational sustainability.
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Triple Bottom Line (TBL) Theory: TBL theory focuses on three dimensions of sustainability:
economic, social, and environmental. HR capital plays a crucial role in achieving sustainability across
these dimensions. HR practices can influence financial performance, social well-being, and
environmental responsibility.
Human Resource Development (HRD): HRD theory emphasizes the role of continuous
learning, training, and development in enhancing the capabilities and skills of employees. In the
context of sustainable development, HRD can contribute to building a workforce that is adaptable,
innovative, and environmentally conscious.
Sustainable HRM (SHRM): Sustainable HRM is a framework that aligns HR practices with
sustainability objectives. It involves practices such as green recruitment, employee engagement in
sustainability initiatives, and the integration of sustainability goals into performance evaluations.
Employee Well-being and Quality of Work Life (QWL): Employee well-being is a critical
aspect of HR capital for sustainable development. The QWL theory emphasizes creating a work
environment that enhances employee satisfaction, health, and work-life balance, which can lead to
increased productivity and sustainability.
Corporate Social Responsibility (CSR): CSR frameworks often include HR-related aspects,
such as fair labor practices, diversity and inclusion, and ethical HR management. These aspects
contribute to sustainable development by fostering a responsible and engaged workforce.

REFERENCE
Books:
1. Martin, J. (2019). Human Resource Management in the Digital Age. Publisher. (Martin, 2019)
2. .Martin, J. (2019). Human Resource Management in the Digital Age. Publisher.
3. Ng V. A. (2021). Quản trị Nhân sự trong Doanh nghiệp ở Hà Nội. Nhà Xuất Bản Đại Học Quốc
Gia Hà Nội.
4. Nguyen, T., & Smith, L. (2020). The Impact of Technology on Employee Engagement. Journal of
HR Studies, 8(2), 123-135.
5. Trần, T. B. (2020). Ưu điểm và thách thức của Quản trị Nhân sự trong Ngành Công nghiệp ở Hà
Nội. Tạp chí Quản trị Doanh nghiệp Việt Nam, 5(2), 100-115
6.Trích dẫn trong văn bản: (Nguyen & Smith, 2020)
Trích dẫn trong danh sách tham khảo:
7.Nguyen, T., & Smith, L. (2020). The Impact of Technology on Employee Engagement. Journal of
HR Studies, 8(2), 123-135.\
8. Society for Human Resource Management (SHRM) URL: www.shrm.org (Society for Human
Resource Management [SHRM], n.d.)
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9.Society for Human Resource Management. (n.d.). Title of the specific article or page.
Retrieved from www.shrm.org

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