Practices and organisational performance mostly

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practices and organisational performance, mostly defined in terms of employee commitment and satisfaction. These sets of best practice can take many forms; some have advocated a universal set of practices that would enhance the performance of all organisation they were applied to. , listed seven HR practice
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for competitive advantage, ” Employment security, selective hiring, self managed teams, high pay contingent on company performance, extensive training, reduction of statut difference and sharing information”. Tim Claydon (2007), argues that: ” A key element of best-practice is horizontal integration and congruence between policies.” 4.4 Hard and Soft models of HRM 1. Hard model of HRM A measure very instrumental, practical approach, people seen as a passive resource to be used, deployed and if necessary disposed of HR planning is seen as a factor of production incompatible with trade union 2. Soft model of HRM Strong motivated individuals who ask for credibility to cooperate with high humanty between the staff and the managers Most organizations in Viet Nam use the „hard HRM method are most popular that does not meet the needs of employee while working for company and the effective is not as high as foreign company who apply sorf HRM (Mondy&Martocchio, 2016). An example of Hard HRM is when the result of reduction in business activities lead to layoffs to add new human resources. A contra-example of Soft HRM is when employees is created opportunity to train and work in the foregin. 4.5 Work Force Plan .Opening the new branch of Vietinbank in My Dinh, with the use of experienced human resources in Vietinbank, we need to meet managerial, assistant manager, customer
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service manager, head cashier, and an executive secretary through which to be able to operate in a way. best to bring a quality service best, ensure customer satisfaction. In addition, it is necessary to recruit some staff with high level of information technology to undertake the use of information technology in transactions with customers 4.6 Branch Organization Chart 5.1Type of labour market and labour market trends In practice, there are many types of labour markets, depending on the criteria selected for classification. From a legal standpoint, there may be legitimate market and illegal market; from the a management perspective, there may be free markets and organized markets. In term of organization form, there may be centralize markets and decentralize markets. However, there are two criteria commonly used to classify markets. That is level of skill and geographic scope. From the level of skill, the labour market can divide into simple labour market and trainer labour market. From the geographic scope, it divide into the local labour market, the national labour market and international labour market.
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