Professional Documents
Culture Documents
QUẢN TRỊ NGUỒN NHÂN LỰC
QUẢN TRỊ NGUỒN NHÂN LỰC
GROUP ASSIGNMENT
A13E
Group 5
Group members:
April 1, 2023
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TOPIC 5
Chapter 8 describes the effectiveness of training and developing employees and the
importance of training in organizations. Work in groups and then answer the following
questions:
1. Explain what Organizational Development (OD) is and describe it importance.
2. Based on the importance of OD, explain the following types of OD application
including:
Human process
Techno-structural
Human resource management
Strategic applications
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TABLES OF CONTENT
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1. Introduction to Training and Developing Employees in HRM
Training and development can take various forms, such as on-the-job training,
classroom training, e-learning, mentoring, coaching, and job shadowing. The choice of
the training method depends on the organization's needs, employee learning style, and the
availability of resources.
Overall, training and development are essential components of HRM that help
organizations to achieve their goals and objectives by investing in their most valuable
asset their employees.
2. Body
2.1 Introduction of OD
2.1.1 Information about Organizational Development (OD)
Organizational development is a specialized area of HR that focuses on improving
the performance and effectiveness of organizations through planned and systematic
interventions. OD is an essential tool for HR professionals, especially in the context of
the changing nature of work and organizations. HR departments that have an OD function
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typically take care of employee motivation and wellness, compensation, benefits,
recruitment, organizational development, safety, employee relations, and training.
2.1.3 Objectives of OD
Ongoing improvement: Changing company culture to view new strategies as a positive
growth opportunity allows for ongoing improvement and encourages employees to
become more open to change and new ideas. New strategies are introduced
systematically through planning, implementation, evaluation, improvement, and
monitoring.
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Increased profit: Organizational development helps increase profits by optimizing
communication, employee processes, and products or services.
2.1.4 Importance of OD
OD plays a crucial role in improving the effectiveness of organizational
operations. It helps organizations develop strategies and plans based on data analysis and
digital analysis, enhances consensus and interaction within the organization, and
improves performance and output. Furthermore, OD helps create a positive work
environment, promotes personal development, and supports employees in their work.
When a company invests time and energy in extensive human resource processes,
it invests in the operation. Naturally, no business would want to spend resources on
something that does not achieve any significant goals.
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The goals of HR processes: Predict, analyze and prepare for recruiting levels.
Predict staff turnover and devise a strategy for mitigating its effects using the current set
of resources. Forecast technology developments and identify the appropriate types of
training to eliminate skill gaps to ensure the standard of human resources. Ascertain
appropriate human resource distribution based on empirical evidence, competence and
production.
Recruiting - To attract efficient candidates eager to work for your firm, you must have a
well-organized, comprehensive and fast hiring process.
Onboarding - First impressions are crucial. If you don’t deliver pleasant feedback or you
appear disorganized and incompetent, it will reflect poorly on your business.
Talent Management - Talent management nurtures staff to get the best out of
individuals, aids them in learning new skills and encourages employees.
Learning & Training - Learning and training should be your company’s top priority.
Staff morale rises due to training opportunities, resulting in a higher retention rate.
Benefits Administration - Salary and wage decisions, perks, fringe benefits, and
remunerations are all part of the process. Income is the most powerful motivation in any
career, emphasizing the significance of this procedure. Employees that do reasonably
expect increments, higher compensation and bonuses.
Smarter Preparation - No human resource process investment goes down the drain.
Improve Savings - Human resource management processes allow for the best output
while staying under cost by supporting efficient resources management.
Common Barriers - Everything comes with a series of challenges, and human resource
processes are no exception, especially given forecasting restrictions and human nature’s
unpredictability.
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2.2.2 Techno-structural
Techno-Structural interventions are a set of interventions that focus on an
organization's technology and structure, with the goal of increasing productivity and
organizational effectiveness. These interventions include approaches such as work
design, employee involvement, downsizing, process reengineering, total quality
management, quality of work-life programs, team-based organization, and ISO 9000
series.
Work redesign - This intervention involves restructuring job roles and responsibilities to
improve the fit between employees' skills and the requirements of their jobs. It may also
involve redesigning the work environment to make it more conducive to productivity and
collaboration.
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2.2.3 Human resource management
2.2.3.1 Definition
Goal setting
Setting goals is first and foremost, company goals are something you aspire to do or
attain for the betterment of their company or business. Company goal setting is important
in bringing employees' vision to life by creating actionable steps toward their company’s
mission. Having clearly defined company goals could be growing your business such as
workforce motivation, employee appreciation, teamwork, clarified priorities, and the
measurement for success.
Performance appraisal
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performance appraisal is two-fold: It helps the organization to determine the value and
productivity that employees contribute, and it also helps employees to develop in their
own roles.
Reward systems
Offering rewards to hard-working employees is one of the most effective ways to boost
morale in the workplace. The target of reward systems: Increases employee motivation,
enhances productivity, promotes friendly competition, encourages teamwork, increases
employee loyalty, establishes a culture of accountability
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A culturally diverse workforce can better appreciate the needs, feedings, and attitudes of
culturally diverse consumers.
Employee wellness
Employee wellness includes activities and programs that aim to improve employee health
and well-being. Prioritizing employee well-being is the main way an employer can help
employees manage stress, build relationships, improve productivity, and reduce burnout
After all, when employees feel supported, they’re more likely to do exceptional work.
Wellness programs can play a key role in improving employee engagement and the
organization.
* The following skills are required for integrated strategic management to work
Social Skills - organizations are first and foremost social systems. Without people there
can be no organization. Successful businesses today focus on knowledge workers.
Knowledge workers are entrepreneurial visionary and creative. They look at their job as a
business and serve other workers in the company as their customers. Knowledge is the
foundation to vision.
Analytical Skills - change agents must learn to unfreeze, change and refreeze operations
and systems in novel ways, and then determine the financial and social impacts of what
People Skills - the organization must be able to listen and listen actively, restate, reflect,
clarify without interrogating, draw out the conclusion, lead or channel a discussion, plant
ideas, and to develop them. Furthermore, to make ISM a successful environment that
promotes learning, especially learning from failure should be cultivated.
INTERNAL INTEGRATION
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For example, the Toyota Production System utilizes instructional manuals called
Kanbans to relay product output specification instructions across the different sections of
the production lines.
EXTERNAL INTEGRATION
The perpetually dynamic environments under which businesses operate require a gradual
approach toward strategic integration in order to determine and pursue the appropriate
organizational priorities. This calls for the integration of strategies by improving the
existing organizational structures and processes as well as creating new structures to
accommodate new organizational orders.
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Interventions that shape the competitive and collaborative strategies of
organization: Integrated Strategic Management, Sefl-Designing Organization, Culture
Change, Strategic Change.
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REENGINEERING - When pursuing change through reengineering, organizations
focus on redesigning their business processes and related systems to improve
performance. Business processes represent the tasks that help reach organizational goals
or deliver offerings to customers.
Along with existing change management models, the following steps can serve as
guidelines for organizations planning to implement strategic change in their business:
When pursuing strategic change, an organization must determine what must change. If
the business is in crisis and needs to cut costs, restructuring or downsizing may be the
most suitable option.
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goals based on these external factors, then identify strengths that can take advantage of
opportunities or counter threats.
Organizations include stakeholders with different interests and roles. While planning a
strategic change, the HRM should analyze how it will impact these different groups. The
HRM can begin the analysis by identifying the internal and external stakeholders affected
by the change, and then prioritizing them. These priorities will vary but may consider the
influence, roles or responsibilities of stakeholders.
Establishing a change management team or network can help make the implementation
go more smoothly. The team should include individuals with the competencies and skills
needed to introduce change. This group forms part of a change network, often acting as a
point of contact between various stakeholders and ensuring that everyone understands the
change and its goals. In addition to the change management team, members of the change
network include:
Sponsors: Sponsors represent individuals who initiate change and provide support,
whether through words or actions. They set an example for the organization by
demonstrating a commitment to change. Donors should have strong influence and power,
with the ability to direct resources as needed.
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Advocate: Advocates are somewhat similar to donors, in that they encourage
support for change implementation. Advocates can push other stakeholders to gain their
support and offer advice for implementing change.
Target: Goals represent the individuals who will be affected by the change. As
part of the change network, these individuals maintain contact with those in charge and
provide feedback as needed on changes.
Change agent: The change agent is responsible for implementing changes and
ensuring their success. These individuals should have expertise related to change and
provide their support to meet challenges and develop solutions.
There are several key elements required when developing change management plans,
including: The goals you aim to achieve; the scope of the change you plan to implement;
a list of tasks and activities needed to achieve those goals; a list of tools or resources
needed to complete tasks and achieve project goals; a timeline that defines when each
task must be completed, along with an overall deadline for the change implementation.
2.3.1 Definition
The OECD (2009) believes that program evaluation is the systematic and targeted
assessment of ongoing or completed programs at a level that includes program
formulation, program development and implementation. program extraction.
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effectiveness of the program implementation, a form of addressing topics that may be
relevant and assist in program-related planning and decision-making.
Training program evaluation can take place at many different stages. The
evaluation of the training program helps the evaluator to recognize the feasibility and
shortcomings of the program, thereby modifying, supplementing and perfecting the
program. On the other hand, evaluating the training program during the implementation
and after the completion of the training program will help enterprises to re-evaluate the
strengths of the program, thereby promoting the advantages in the next stages. In
addition, program evaluation also helps businesses know whether the program meets the
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requirements of learners or not, how learners after completing the program have achieved
results based on the assessment of the level of education. level, knowledge, and skills of
learners.
Save Money - By comparing training costs with training outcomes, companies can see
how profitable courses are, which training programs are worth the investment, and which
ones are a waste of money and time.
Improve Materials and Tools - Based on quality assessments of the learning content
and the effectiveness of the tools they use during training to build a more complete
course.
Employee Retention - Training programs help retain employees because they feel like
they are learning new skills on the job. It also allows them to feel like they are making an
impact on the organization, and they build a sense of community around their work.
Therefore, employee engagement programs should be at the forefront of any
organization.
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Failure to evaluate training programs will lead to loopholes and errors in the
organizational process. If the problems are not fixed in time, it will waste time and the
cost of the business. Besides, this also delays the progress and quality of employees'
work.
This is the process by which learners will evaluate the training program after completing
the program which will include an assessment of the structure, content, and teaching and
learning methods of the training program. Through assessing learner feedback,
companies will determine which aspects of the training program need to be strengthened
and developed, and which need to be revised and improved. From the collected
evaluation information, companies will set standards for subsequent training programs.
This is the process of assessing whether the learners have received any knowledge and
skills when participating in the training program and whether they have achieved the set
objectives of the training program. Evaluation of training programs at this level can be
conducted continuously throughout the program implementation to improve, expand, and
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enhance the knowledge and skills of learners. The evaluation of the training program at
the cognitive level needs to be closely aligned with the set training program objectives.
This is the process of assessing the changes and progress of learners completing the
training program. At this level, program evaluation will focus on the extent to which the
knowledge and skills gained by learners apply to their work.
This is the process of assessing the impact of the training program on the subjects. To this
extent, program evaluation will be geared towards evaluating a return on training
investment.
The amount of information required to evaluate the levels is different. The need
for amount of information needed to evaluate for higher levels is often more demanding.
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four different evaluation stages including Context assessment, input assessment, process
assessment, and output evaluation.
Context - Evaluate whether the training program objectives have been achieved during
implementation and upon completion of the training program.
Input - Evaluation from two main angles includes assessment of program content and
assessment of technical infrastructure and equipment to support the implementation of
training programs.
Process - Assessment from 3 main angles including Level of learner participation in the
training program, Teaching-learning strategy, and Level of learner participation in
research activities.
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It takes a long time to gather information and a large amount of information is
needed for a full assessment and decision support. Evaluating the effectiveness of the
CIPP training program, requires detailed and specific planning.
3. Conclusion
The application of organizational development in real-world work situations
empowers organizational leaders to make the necessary and appropriate decisions to
resolve organizational problems. Management must embrace alternative organizational
development actions that foster maximizing employee benefits, limit employee
resistance, and ultimately align flawlessly with the organization's strategic objectives.
REFERENCES
1. https://online.maryville.edu/online-masters-degrees/management-and-
leadership/resources/organizational-development-guide/
2. https://www.sciencedirect.com/science/article/pii/B9780123747143000264
3. https://onlinelibrary.wiley.com/doi/full/10.1002/job.1897
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