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UNIT 3 Human Resource Management (HRM) : Assignment

   

Added on  2021-04-14

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ASSIGNMENT 2 FRONT SHEET Qualification BTEC Level 4 HND Diploma in Business Unit number and title Unit 3 Human resource management Submission date 28/10/2020 Date Received 1stsubmissionRe-submission DateDate Received 2ndsubmissionStudent Name Võ Minh Anh Student ID GBS200287 Class GBS0812 Assessor name Student declaration I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a false declaration is a form of malpractice. Student’s signature Grading grid P5 P6 P7 M4 M5

Summative Feedback: ResubmissionFeedback:Grade:Assessor Signature:Date:Internal Verifier’s Comments:Signature & Date:

Table of Contents I. Introduction .......................................................................................................................................................... 4 II. Employee relations and employment legislation ................................................................................................ 5 1. Employee relations ........................................................................................................................................... 5 1.1. What is employee relations ...................................................................................................................... 5 1.2. Employee relations policy ......................................................................................................................... 5 1.3. Main obligation ......................................................................................................................................... 6 1.4. Trade unions ............................................................................................................................................. 6 1.5. Employee voice ......................................................................................................................................... 7 1.6. Employee participation & employee involvement ................................................................................... 7 1.7. Application ................................................................................................................................................ 8 2. Employment legislation .................................................................................................................................. 14 2.1. Discrimination law .................................................................................................................................. 14 2.2. Equal pay law .......................................................................................................................................... 16 2.3. Health and safety law ............................................................................................................................. 16 2.4. Friendly-family law .................................................................................................................................. 17 2.5. National Minimum wage ........................................................................................................................ 17 2.6. Application .............................................................................................................................................. 18 III. Training package and the HRM practices in VNG ........................................................................................... 20 1. The current situation and the demand of Software Engineering ................................................................... 20 2. Job profile ....................................................................................................................................................... 22 3. Workforce planning ........................................................................................................................................ 23 4. Recruitment and selection .............................................................................................................................. 24 4.1. VNG Fresher ............................................................................................................................................ 24 4.2. Direct recruitment .................................................................................................................................. 25 5. Training and development .............................................................................................................................. 26 5.1. Training package ..................................................................................................................................... 28 5.2. Benefits after training ............................................................................................................................. 29 5.3. Evaluate .................................................................................................................................................. 30 6. Performance management ............................................................................................................................. 31 7. Reward system ................................................................................................................................................ 32 IV. Conclusion ....................................................................................................................................................... 33

V. References .......................................................................................................................................................... 33 I.Introduction VNG Corp is one of the biggest technology company in Vietnam. VNG Corp founded on September 9th2004. Since its establishment , the Company has continuously developed from the first Vietnamese online gaming company to one of the best technology , entertainment, internet service, software production company in Vietnam. The Organization has provided a wide variety of high quality entertainment items such as Zing Details and Entertainment Doors, Zing MP3 Online Music Website, ZingTV Entertainment Website. In recent years, VNG has grown and built a more high-quality mobile platform product – Zalo, ZingTV, Zing MP3, LaBan Browser, ZaloPay, vCS, vCloudcam, Cloud Server, to name a few – that is serving more and more demand for entertainment, education and payment services through mobile applications in Vietnam and around the world. The number of employees in VNG is about 2700 (Annual report, 2019). Human is a significant part in organization success, so training and development the employee skills and abilities is extremely important. As a member in HR department of VNG Corporation, who take charge of designing a new training package for Software Engineering in one year and this plan will be present to the leadership team.

Source: Vng.com.vn,2020 II.Employee relations and employment legislation 1.Employee relations 1.1.What is employee relations According to Brewster, Houldsworth, Sparrow and Vernon (2016), employee relations are involved overarching workplace or collective labour policy questions, in particular where they include large negotiation questions (the conventional subject of industrial relations), regulation of the working relationship by the social actor and arrangements for the distillation and representation of the collective voice of workers. Besides the definitions above, employee relations has been suggested by Armstrong and Taylor (2014) that are concerned with controlling and sustaining the work relationship, taking into account the consequences of the psychological contract concept. This includes communicating with workers either together by their labor unions or individually; managing workplace policies, terms and conditions of employment and employment issues; and supplying workers with a forum and contact with employees. 1.2.Employee relations policy Employee relations strategies express the organization's philosophy as to what type of arrangement should be pursued between management and workers and, where possible, their organizations, and how pay-to-work bargaining should be handled. The goal of a social partnership strategy is to establish and sustain a healthy, efficient, cooperative and trustworthy working relationship environment. (Armstrong and Taylor, 2014)

1.3.Main obligation Employers to employees When hire employees, the employer have legal and ethical responsibilities to employees which include pay, benefits and working desicion. The employers general responsibility of treatment of workers in the workplace is to ensure the health, protection and wellbeing at work of all workers and those who come to the workplace. Moreover, they must provide work pay their workers the wages and benefits they have committed on. Besides, the employers must not treat staff in an arbitrary or vindictive manner . And the final responsibility for employers is supplying work systems that are designed, coordinated, carried out, managed and updated as necessary, in such a manner that they are, to the degree fairly possible, secure and without risk to health. Employees to employers The employers must responsible for their staff, and vice versa, the employees have many duties to do for the employers. First of all, the staff ensure to corporate with their boss so that together reach the goals. Moreover, obeying the lawful instructions is another employee’s duty and acting in a good faith. Besides, the employer has provide and support for the staff to enhance, so they must excersice to improve their skills and abilities day to day. Employers to employers and vice versa Belong side the duties between employers and employees, there are also certain responsibilities between employers which preserve the relationship of mutual trust and confidence. Employers to ex-employees The employers not only responsible for the current employees but also the ex-employees which are fidelity. 1.4.Trade unions Based on to Brewster, Houldsworth, Sparrow and Vernon (2016), unions are preferred as a heart of employee relations, And governance of the work arrangement by actors beyond the hierarchy of management. Unions are enduring voluntary associations of employees with a broad goal of ensuring that the rights of employees are protected and encouraged. Typically, they are rather independent of administration. The trade union is an association comprising the employees of a corporation whose employees must be mostly workers. One of the key goals of the trade union is to protect the gains of its workers in the company as well. Many of the unions are self-governing to every boss. However, the union is seeking to promote a close working relationship with the employer.

1.5.Employee voice Employee voice is often described as allowing individuals the ability to share thoughts, concerns and viewpoints with honesty and without fear of social or organizational repercussions. This means that workers have the power to affect decisions at work through their input. As Boxall and Purcell (2003: 162) said that employee voice is a concept increasingly used to cover a broad range of processes and mechanisms that allow and often encourage workers, both directly and indirectly, to make a contribution to decision-making in a organization. It explains the arrangements for a two-way conversation that would enable workers to affect work-related activities, including mechanisms of interaction, involvement, upward resolution of issues and upward contact. It covers the provision of ways for workers to report their dissatisfaction, communicate complaints or concerns and to alter the power of management. (Armstrong and Taylor, 2014) 1.6.Employee participation & employee involvement Employee participation (EP) refers to business ventures in which workers join one another in order to fulfill a common purpose. Employee participation (EP) allows employers to put countervailing and growing pressure on management, which does not mean a union of intent within managers and employees. (Bratton and Gold, 2007, p. 451) Employee involvement (EI), On the contrary, is viewed as a 'softer' mode of engagement, suggesting a convergence of concern between workers and management, and emphasizing that engagement should be aimed at the workforce as a whole rather than limited to trade union / rep. channels. Benefits of employee involvement (EI): Increased morale, increased productivity , better coworker partnerships and strategic innovation are the main advantages of employee involvement. The EI is correlated with a high degree of worker engagement and superior efficiency. Employee involvement intends to pursue creativity. Employees who have a interest in the company's success and development will provide more innovations and strategies as barriers emerge. Moreover, when workers meet individual obstacles or develop strategies , processes or goods, they can promote development and more analytical and creative thinking. Employee involvement in choices and policy shifts that specifically impact their work, while encouraging workers to be more self-employed, dramatically increases productivity in general. As workers are viewed as commodities and their feedback is taken into account, trust improves among each team member and the organization makes substantial benefits in various aspects, such as productivity and loyalty. In addition , increased morale will increase the longevity of the employee of the organization. The more the employee is involved with the business, the more seasoned they become, making them supervisors to new hires and invaluable to the managerial team. The last benefit is commitment-performance relation is focused on dubious assumptions; that allowing employees more control over job priorities, resources and procedures would

have a positive impact on worker behaviors, behavioral commitment to the objectives of the enterprise, and that behavioral improvement would improve morale and satisfaction and result in improved employee and organizational performance. (Bratton and Gold, 2007, p. 451)The downside of EI:Alongside benefits, EI also has many disadvantages that the organization must deal with. First of all, one possible obstacle to encourage employee involvement is the possibility that the difference between the level of management and the level of staff would be blurred. While managers may respect staff engagement, a disciplined process and consistent accountability lines has long been essential to the stability of organizations. Allowing workers to share thoughts and make choices without letting them push the envelope to attempt to take on the duties reserved for management is a real challenge. Moreover, while turning over responsibilities to staff will increase mobility, efficiency, and speed, there are fears that novice employees could be a matter of decision-making for the organization. In addition, this may lead to the amount of failures and could also place the credibility of the organization at a certain risk. Besides, in which employees are granted control over items in a corporation, the chances are that these decisions will be biased. As a consequence, it will lead to conflicts with their fellow subordinates and, in turn, it can lead to reduced productivity. And if there is a lack of a crew of individuals with skills commensurate with the mission, activities and job needed, decision-making would be worse. This would be to the detriment of the company, when weak responses contribute to decreased efficiency and internal strife. Employee involvement may bring a potential risk that participative groups can unite against management in order to limit production and prevent reform which create a chaos and reduce organization performance. On the one hand, employee do not have concept skill to draw a big picture and award the strength or weaks of the company to set a favorable goals that lead the targets set by workers may be too low and may not guarantee the survival of the market.1.7.Application VNG is clearly aware that giving employees a voice and making their own decisions will enhance self-esteem and make employees feel that they are a part of the company. This increases employee productivity and company performance, not only increases employee responsibility at work and dedication to the growth of the company. There are 4 approaches in employee relations strategy which include tradition, adversarial, partnership and power sharing. In VNG, The most outstanding thing is the "empowering" style in the company's core cultural values which is power sharing in employee relations which staff are allow to decision in both day-to-day and strategy. According to Ms. Doan Thi Thuy Lan, Administrative Director of VNG Company; working environment at VNG is built on the culture of "no office; no fences; no suit, no tie, and no rank” (Topcv.com, nd). With the working environment at VNG; The most outstanding thing is the "empowering" style in the company's core cultural values. Although it has been developed for more than 10 years;

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