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SUMMARY 1

1.Most companies have some formal or informal means of appraising theiremployee's performance. Performance appraisal evaluating an employee'scurrent and/ or past performance relative to his or her performance

standards.

Hu ht cc cng ty c mt s phng tin chnh thc hoc khng chnhthc ca thm nh hiu sut ca nhn vin h. Thc hin thm nh l nh gimt nhn vin ca hin ti v/ hoc tng i hiu sut qu kh ca mnh hoc tiuchun hiu sut ca mnh.

2.We defined performance management as a process that consolidates goalsetting, performance appraisal, and development info a single, commonsystem, the aim of which is to en sure that the employees performance issupporting the companys strategic aims.

Chng ta nh ngha qun l nng sut lao ng nh mt qu trnh hp nht t ramc tiu, thc hin thm nh, v pht trin thng tin mt chiu, ph bin h thng,mc tiu trong s l m bo rng hiu sut ca nhn vin l h tr cc mctiu chin lc ca cng ty.

3.Performance management include practice through which the managerdefines the employee's goal and work, develops the employee's capabilities,

and evaluates and rewards the person's effort.

Qun l nng sut lao ng bao gm vic thc hin thng qua vic xc nh mctiu cng vic ca nhn vin, pht trin kh nng ca nhn vin, nh gi v khenthng vi nhng n lc m h b ra.

4.The employer must decide exactly what sort of performance to measure. Theemployer may opt for generic dimensions such as quality and quantity, orappraise performance on the jobs actual duties. With competency-based

appraisals the idea is to focus on the extent to which the employee exhibits thecompetencies that the employer values for this job. The employer may alsowant to appraise the employee based on the extent to which he or she isachieving his or her objectives.

Ngi ch doanh nghip phi xc nh mt cch chnh xc nhng ch tiu dng o lng hiu sut lm vic. H phi la chn ra nhng kha cnh chung chng hn

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nh cht lng v s lng sn phm, hoc phi nh gi c hiu sut cng vicda trn trch nhim thc s i vi cng vic. Nng lc l c s nh ginhng tng ca nhn vin trong mt phm vi tp trung, l cch m nhn vinc th hin nng lc ca mnh n ngi ch doanh nghip v gi tr ca cngvic m h ang lm. V ngi ch doanh nghip cng mun nh gi nhn vin

ca mnh cn c vo mc hon thnh cng vic m anh ta (ch ta) t c.

5.Performance appraisal tools include the graphic rating scale, alternationranking method, forced distribution method, BARS, MBO, critical incidentmethod, and computer and Web-based methods.

Nhng cng c nh gi nng sut lm vic bao gm biu t sut, cch thcthuyn chuyn, phn phi bt buc, BARS, MBO, phng php ph bnh nhngvic c lin quan, my tnh v cc phng php web c bn.

6.Appraisal prolems to beware of include unclear standards, halo effect, centraltendency, leniency or strictness problems, and bias.

nh gi nhng vn 1 cch thn trng, bao gm: tnh khng minh bch, nhhng ca nhng lung xu hng trng tm, tnh nhn nhng hoc khng nhnnhng v thin v.

7.Most subordinates probably want a specific explanation or examplesregarding why they were appraised high or low, and for this, compiling a

record of positive and negative critical incidents can be useful.

Hu ht cc nhn vin u mun 1 li gii thch c th hoc 1 v d v vic ti saoh b nh gi cao hay thp, i vi vic ny, vic lp 1 bn bo co 1 cch tch cchoc tiu cc v nhng s c quan trng l cn thit.

8.There are 3 types of appraisal interviews: unsatisfactory but correctableperformance, satisfactory but not promotable, and satisfactory promotable

C 3 kiu nh gi: khng hi lng nhng c th s cha, hi lng nhng khng ththng chc v hi lng thng tin.

9.To bring about constructive change in your subordinates behavior get theperson to talk in the interview. Use open-ended questions, state questions interms of a problem, use command questions, use choice questions to try tounderstand the feelings underlying what the person is saying, and restate

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person's last point as a question. On the other hand do not do all the talking,don't use restrictive questions, don't be judgmental, don't give free advice, anddon't get caught with name calling, ridicule or sarcasm.

mang li s thay i xy dng trong hnh vi ca cp di ca bn c c

ngi ni chuyn trong cuc phng vn. S dng cu hi m, cc cu hi nhnc v mt vn , s dng cc cu hi lnh, s dng cc cu hi la chn cgng hiu nhng cm xc c bn nhng g ngi ni, v xc nh li im cuicng ca ngi l mt cu hi. Mt khc ti khng lm tt c cc ni chuyn,khng s dng cc cu hi hn ch, khng c phn xt, khng a ra li khuynmin ph, v khng b bt vi tn gi, ch giu hay ma mai.

SUMMARY 21.We may define career as the occupational positions a person has had over

many years. Career planning is the deliberate process through which someonebecomes aware of personal skills, interests, knowledge, motivations and othercharacteristics, acquires information about opportunities and choices,identifies career-related goals, and establishes action plan to attain specificgoals.

Chng ta c th xc nh trc c cng vic ca 1 ngi nh v tr cng victrong nhiu nm. Hoch nh cng vic l 1 qu trnh ch ng thng qua vic 1ngi nhn bit v cc k nng c nhn, mi quan tm, kin thc, ng lc v ccc im khc, thu thp thng tin v nhng c hi v la chn, xc nh mc tiuca cng vic lin quan v thit lp k hoch hnh ng t c mc tiu cth.

2.Corporate career development programs used to focus on the employeesfuture which that particular firm. Today, the emphasis is more on self-

analysis, development, and career management to enable the individual todevelop the career plans and skill he or she will need to move on to the nextstep in his or her career, quite probably with another employer.

Chng trnh pht trin s nghip ca cng ty c s dng tp trung vo tnglai ca tng nhn vin c th trong cng ty. Ngy nay, n nhn mnh thm vo khnng t phn tch, pht trin, qun l ngh nghip cc c nhn c th pht trin

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cc k hoch v k nng h s cn chuyn sang v tr tip theo trong cng vic,c l cng cn i vi ngi s dng lao ng.

3.Employers play an important role in the career management process. Amongother things, the employer may provide onsite or online career center,

implement formal mentoring programs, and provide career coaches and/ormentors.

Ngi s dng lao ng ng vai tr quan trng trong qu trnh qun l s nghip.Trong s nhng th khc, ngi s dng lao ng c th cung cp ti ch hoc titrung tm vic lm trc tuyn, thc hin cc chng trnh t vn chnh thc, cungcp ngi o to cng vic v/hoc t vn.

4.Studies suggest that having a mentor can be an important element infurthering an employees career. Guidelines here include: choose anappropriate potential mentor, dont be surprised if youre turn down, have anagenda, and respect the mentors time.

Nhng nghin cu ch ra rng vic c 1 ngi c vn c th l yu t quan trngtrong vic thc y cng vic ca nhn vin. Hng dn y bao gm: chn 1ngi hng dn c kh nng thch hp, ng ngc nhin nu bn b h xung, c1 chng trnh gp g v tn trng khong thi gian t vn.

5.In making promotion decisions, the employer must decide between seniorityand competence, a formal or informal system, and ways to measurecompetence.

Trong khi ra quyt nh thng chc, ngi s dng lao ng phi quyt nh giathm nin v nng lc, gia h thng chnh quy v khng chnh thc, v cch olng thm nin.

6.Enhancing diversity through career management requires some specialpreparations on the part of the employer. Guarding against intentional or

unintentional bias and discrimination on promotion decisions is one issue. Forexample,blatant or subtle discrimination often explains the relatively lowsuccess rate in women moving to the top rungs of organizational careerladders.

a dng ha thng qua vic qun l s nghip yu cu 1 s s chun b c bit t1 phn ca ngi s dng lao ng. Mt vn cn bit l s khng c t s thin

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v c hoc ch quan v phn bit i x trong vic ra quyt nh thng chc. Vd nh s phn bit i x thng gii thch ti sao t l thnh cng ca ph n lithp khi chuyn n nhng nc cui cng trong bc thang s nghip ca t chc.

7.Career management-related steps to enhance diversity include: Eliminateinstitutional barriers, improve networking and mentoring, eliminate the glassceiling barriers, and institute flexible schedules.

Cc bc lin quan n a dng ha qun l s nghip bao gm: loi b cc rocn th ch, tng cng mng li t vn, loi b ro cn v hnh , nghin cu lchlm vic linh hot.

8.The employers career plainning and development process can and shouldplay a central role in helping employees crystallize their career goals and

thereby increase their commitment to the employer. Career developmentprograms and career oriented appraisals are two important components inthis process.

Hoch nh cng vic v qu trnh pht trin ca ngi s dng lao ng c th vnn ng vai tr trung tm gip nhn vin nh hnh c mc tiu ngh nghipca h v t tng thm s cam kt ca h vi ch doanh nghip. Chng trnh

pht trin s nghip v nh gi s nghip theo nh hng l 2 thnh phn quantrng trong qu trnh ny.

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DANH SCH NHM THE GHOSTS

Nguyn Vn Tnh 0854010693

Nguyn Nguyn Hong Th 0854010627

Nguyn Khi Hng 0854010229

Nguyn Th Thy Tin 0854010681

Nguyn Thnh Nam 0854010376

Phm Hng Qun 0854010506

Phan Ngc Huy 0854010212

Trn Th M Dim 0854010076

Phm Th Bch Hng 0854010156

on Vit Bo Kim 0854010270

Hunh Th Trc Linh 0854010297