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TRƯỜNG ĐẠI HỌC TÀI CHÍNH – MARKETING
KHOA: QUẢN TRỊ KINH DOANH
ĐỀ THI KẾT THÚC HỌC PHẦN
Môn thi: Human Resource Management
Lớp học phần: 25311802052801-06
Thời gian: 2 tuần - Sử dụng tài liệu: đưc /không
Hình thức: Tiểu luận nhóm/Cá nhân
Họ và tên:........................................................ Mã sinh viên:...............................................
Phng thi:........................................................ S bo danh:...............................................
GENERAL INSTRUCTIONS:
1. Your word limit: 5000 words. Acceptable range: from 4800 to 5200 words. Unacknowledged use
of the work of others (plagiarism) is regarded as a dishonest practice and will be dealt with
severely. Cheating in any form will also not be tolerated.
2. Written Assignment: Due date 11:59 PM 4/12/2025 The assignment MUST be submitted on or
before the due date.
Penalties for late submission of assignments: One (1) day late – deduct 20%, two (2) days late
– deduct 30%, three (3) days late – deduct 50%
Assignments received three days after the due date (inclusive of weekends and public holidays),
without proper authorization, will normally be interpreted as failure in that element of assessment.
3. The assignment should be presented in the text of font size 12 with single line spacing, with
proper binding, and that is professionally done in both form and substance.
4. Assignments should be word-processed on one side of A4 size paper only.
5. Your assignment should be organized under suitable headings. An analytical piece of work is
required. The use of the “cut and paste” approach will be penalized. You are required to upload
the final version of your assignment to the Turnitin system. Your lecturers will provide class ID
and code.
6. Any reference to other writers shall be quoted with due acknowledgment in your assignment
report using APA7 format. Use appropriate materials (academic sources) and theories from the
course. The sources could also include professional journal articles, a broadsheet newspaper
article (not a tabloid newspaper), a research survey or report, a government website, etc.
7. No makeup exams will be allowed, unless in an extreme case of emergency approved by the
lecturer.
8. Complete the assignment as a group of max 5 members. Marks will be modified based on the
percentage of contribution of each group member.
9. The assignment will be graded by 2 independent instructors.
MÃ ĐỀ/ĐỀ SỐ
01
HNH THC THI
T luận
Trc nghim
Thc hnh/
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ASSIGNMENT TASK:
Lotus Restaurant is part of the Royal Lotus Hotel, a four-star property located in the central business
district. The restaurant serves an average of 280 to 320 guests per day across breakfast, lunch, and
dinner periods, with demand fluctuating significantly during corporate events and tourist seasons.
Lotus operates from 6:00 a.m. to 10:00 p.m. and is structured into three shifts: a morning shift from
6:00 a.m. to 2:00 p.m., an evening shift from 2:00 p.m. to 10:00 p.m., and a split shift from 10:00
a.m. to 2:00 p.m. and from 6:00 p.m. to 10:00 p.m. The restaurant employs a total of 22 staff
members, including one Restaurant Manager, one Restaurant Supervisor (Mr. Thang), ten waiters
and waitresses, four busboys, two cashiers, two hosts or hostesses, and two kitchen pass assistants
responsible for coordinating plated dishes leaving the kitchen. Staff tenure varies widely: around
40% of the team has less than one year of experience, while only three employees have been with
the hotel for more than five years. The restaurant also experiences a relatively high turnover rate—
approximately 28% annually—mainly among junior service staff.
Despite being part of a four-star hotel, Lotus lacks formal job descriptions, competency standards,
and service KPIs for most positions. Many tasks overlap, and several employees report being “unsure
of what exactly is expected” beyond general service duties. Scheduling is handled manually by the
Restaurant Manager and often changes last minute due to absenteeism, personal requests, and
unplanned peak periods. Workforce shortages occur regularly, with an average of three understaffed
shifts per week, particularly on weekends or during public holidays. This has created uneven
workloads where strong performers consistently carry more responsibilities, leading to frustration
and burnout.
New employees typically learn their tasks through informal “shadowing” of senior staff, but there is
no consistent training approach, no standardized service procedures, and no structured onboarding.
As a result, service quality varies noticeably across shifts. Guest comment cards over the past three
months show recurrent issues: slow service (18% of complaints), inconsistent table setup (13%),
incorrect billing (7%), and lack of attentiveness during peak hours (11%). Internally, staff morale is
mixed; some employees prefer the relaxed culture because it gives them flexibility, while others
quietly express concerns about disorganization and unfair workload distribution.
After three years as a waiter, Thang was promoted to Restaurant Supervisor as part of the hotel’s
succession development plan. Motivated to demonstrate his capability, he implemented a highly
detailed workflow system, assigning specific tasks to employees in 15-minute increments,
documenting when tables must be reset, how long it should take to deliver dishes, and even when
staff may refill water glasses. Thang also enforced punctuality with strict discipline: he issued written
warnings to staff who returned from breaks more than two minutes late and threatened salary
deductions for repeated lateness. When he discovered a group of waiters leaving their assigned
stations ten minutes early for lunch, he demanded they return immediately and warned that further
violations would result in financial penalties.
Thang’s style created friction. Employees began to perceive him as authoritarian, overly rigid, and
disconnected from the realities of service pressure. Several staff members complained privately that
his expectations were unrealistic during peak periods when multiple tables required simultaneous
attention. Others felt humiliated by his public reprimands. The situation escalated when a wet
cleaning cloth was thrown at the back of Thang’s neck as he walked into the restaurant one afternoon.
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No one admitted responsibility, though several employees appeared amused. Thang reacted angrily,
threatening to fire whoever was responsible, which further deepened the divide between him and the
team.
In response to declining morale, rising tension, and increasing guest complaints, the Restaurant
Manager instructed Thang to review how he is handling core HRM functions—specifically job
analysis, workforce planning and recruitment, training and development, and performance
management—and to propose improvements that align with a four-star service environment.
Based on the above scenario and your knowledge of human resources management, analyze and
present the various aspects of HR management as follows:
TASK 1 (2 marks)
Based on the situation at Lotus Restaurant, describe how Thang should conduct a proper job analysis
for each position in the restaurant, taking into account the three-shift operation, the differences in
staff experience, the high turnover rate, and the lack of formal documentation. Explain how he can
collect job-related information effectively to ensure that each position is clearly understood and that
updated and accurate job descriptions can be produced to guide employees' work.
TASK 2 (2.5 marks)
Using the operational data of Lotus Restaurant—including customer volume, shift structure, and
current staffing levels—explain how Thang should redesign the recruitment and workforce planning
process to ensure that the restaurant has the right number of employees for each shift. Discuss the
skills, qualities, and job–person fit that Thang should look for when hiring new service staff, and
explain the steps he should take to make the recruitment process more effective and aligned with
four-star service standards.
TASK 3 (2.5 marks)
Considering the inconsistent service quality, lack of standardized procedures, and guest complaints
at Lotus Restaurant, describe how Thang should organize a structured training and development
program to improve employees’ work performance. Explain the types of training he should
implement for both new and existing staff and discuss the importance of continuous training and
training evaluation in developing the skills necessary for maintaining four-star service standards.
TASK 4 (3 marks)
Considering the issues occurring at Lotus Restaurant, analyze the weaknesses in Thang’s approach
to performance management and explain how he should redesign the performance appraisal system
using the concepts learned in class. In your answer, describe how Thang should establish clear work
standards, assess employees’ performance against those standards, and provide constructive
feedback following the proper steps of the performance appraisal process. You should also discuss
how he can minimize common rater errors—such as leniency, strictness, halo effect, central
tendency, and inconsistent standards—and how incorporating multiple sources of evaluation, such
as supervisor feedback or peer feedback, may improve fairness. Finally, explain how these appraisal
principles should guide Thang in handling incidents like the “thrown cleaning cloth” in a
professional and unbiased manner while helping build a more respectful and accountable work
environment.
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RUBRIC OF MARKS ALLOCATION*
Assessment
Criteria
Excellent
(5)
Good
(4)
Fair
(3)
Very Poor
(1)
Marks
allocation
Introduction
Very clear &
well-defined
description on the
organization /
issues concerned
Clear
description on
the
organization /
issues
concerned
Adequate
description on the
organization / issues
concerned
Poor
description
on the
organization /
issues
concerned
5%
Content –
analytical
discussion
Most of the
important &
essential issues or
matters or
challenges are
clearly & precisely
analysed and
critically
discussed
Many of the
important &
essential issues
or matters or
challenges are
analysed and
critically
discussed
Some of the
important &
essential issues or
matters or
challenges are
analysed and
discussed
Lack of
clarity in the
analysis and
discussion
40%
Application of
theories in
critical
discussion
Critical
discussions are
well supported by
the relevant
theories
Theories are
adequately
applied in the
critical
discussion
Theories are quoted
and inadequately
used to support the
overall discussion
Lack or
absent of
application of
theories in the
discussion
30%
Format –
Clarity of
expression, use
of language,
spelling and
references &
citations
Very well written
discussion with
citations,
references, use of
headings / sub-
headings, clarity
of expression.
Good written
discussion
with citations,
references, use
of headings /
sub-headings,
clarity of
expression.
Acceptable written
discussion with
citations, references,
use of headings /
sub-headings, clarity
of expression.
Overall
poorly
written
discussion
without
supporting
citations,
references
and having
numerous
typos
20%
Conclusion
Very well written
conclusion
Good
conclusion
Adequate
conclusion
Poorly
written
conclusion
5%
Total:
100%
*Note: Rubric of marks allocation for each criteria above
STRUCTURE OF THE ASSIGNMENT
✓ Cover sheet
✓ Assignment Marking and Feedback Sheet
✓ Table of contents: heading 2 should be included
✓ List of Tables
✓ List of Figures
✓ Main content
✓ References
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UNIVERSITY OF FINANCE – MARKETING
FACULTY OF BUSINESS ADMINISTRATION
FINAL ASSIGNMENT
MODULE: HUMAN RESOURCE MANAGEMENT
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Date/Time: