Human resource development solutions at tourist, trade and labor export joint stock company (ttlc)

ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - LÊ THỊ THOA HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT TOURIST, TRADE AND LABOR EXPORT JOINT STOCK COMPANY (TTLC) GIẢI PHÁP PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI CÔNG TY CỔ PHẦN XUẤT KHẨU LAO ĐỘNG, THƯƠNG MẠI VÀ DU LỊCH ( TTLC) LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2022 ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH - LÊ THỊ THOA HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT TOURIST, TRADE AND LABOR EXPORT JOINT STOCK COMPANY(TTLC) GIẢI PHÁP PHÁT TRIỂN NGUỒN NHÂN LỰC TẠI CÔNG TY CỔ PHẦN XUẤT KHẨU LAO ĐỘNG, THƯƠNG MẠI VÀ DU LỊCH ( TTLC) Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG HÀ NỘI - 2022 GUARANTEE I declare that the thesis has been composed by myself and that the work has not be submitted for any other degree or professional qualification The data and results stated in the thesis are honest and have clear origins TABLES OF CONTENTS LIST OF TABLE i LIST OF FIGURES ii LIST OF DIAGRAMS iii INTRODUCTION CHAPTER 1: BASICAL THEORY OF HUMAN RESOURCE DEVELOPMENT 11 1.1 Some basic concepts 11 1.1.1 Some human resource concepts 11 1.1.2 Human resource development 11 1.2 Human resource development (HRDM) 20 1.2.1 Recruitment and allocation of human resources 20 1.2.2 Training and retraining of human resources 22 1.2.3 Motivation to raise .23 1.2.4 Create a self-study environment 24 1.3 Factors affecting HRDM 25 1.3.1 Analyze the outside environment 25 1.3.2 Company analysis 25 1.3.3 Factors belong to the employees themselves 26 CONCLUSION OF CHAPTER 27 2.1 Research methodology 28 2.2 Description of the questionnaire and research sample 30 2.3 Research data and research indicators 34 2.4 Analytical framework .34 CONCLUSION OF CHAPTER 38 3.1 General introduction about Tourism, Trade and Labor Export Joint Stock Company 39 3.1.1 History of development .39 3.1.2 The main functions and duties of the business 40 3.1.3 Structure of organization, management and administration Tourism, Trade and Labor Export Joint Stock Company .40 3.1.4 Business results at Tourism, Trade and Labor Export Joint Stock Company in the period of 2018 – 2020 44 3.2 Human resource development situation at Tourism, Trade and Labor Export Joint Stock Company 45 3.2.1 Human resource structure at Tourism, Trade and Labor Export Joint Stock Company in the period of 2018 – 2020 45 3.2.2 The situation of improving the professional knowledge level of human resources at Tourism, Trade and Labor Export Joint Stock Company in the period of 2018-2020 54 3.2.3 Career skills development of employees .56 3.2.4 Awareness raising situation of employees at Tourism, Trade and Labor Export Joint Stock Company in the period of 2018 – 2020 59 3.3 Human resource development policy at Tourist, Trade and Labor Export Joint Stock Company in the period of 2018 - 2020 61 3.3.1 Recruitment and use of human resources policy 61 3.3.2 Training policy .63 3.3.3 Motivational policy 63 3.3.4 Policy to create a learning environment .64 3.4 General assessment of human resource development at Tourism, Trade and Labor Export Joint Stock Company 65 3.4.1 Advantages 65 3.4.2 Limitations 66 3.4.3 Causes 66 CONCLUSION OF CHAPTER 67 CHAPTER 4: HUMAN RESOURCE DEVELOPMENT SOLUTIONS AT TOURIST, TRADE AND LABOR EXPORT JOINT STOCK COMPANY (TTLC) IN THE PERIOD OF 2021 - 2025 68 4.1 Some bases for proposing solutions 68 4.1.1 Development strategy of Tourist, Trade and Labor Export Joint Stock Company 68 4.1.2 Human Resource Development Strategy for Tourist, Trade and Labor Export Joint Stock Company 68 4.2 Some solutions to develop human resources of Tourist, Trade and Labor Export Joint Stock Company 69 4.2.1 Perfecting the recruitment, arrangement and use of human resources 69 4.2.2 Improve efficiency and foster human resources 71 4.2.3 Motivating employees to maximize their potential .73 4.3.4 Create a new working environment 75 CONCLUSION OF CHAPTER 76 CONCLUSION .78 REFERENCES 79 PHỤ LỤC 81 LIST OF TABLE Table TTLC's business results 44 Table Number of employees of TTLC in the period of 2018-2020 .47 Table 3 Labor situation by labor contract at TTLC from 2018-2020 .47 Table Labor situation by age at TTLC from 2018-2020 49 Table Labor situation by gender at TTLC from 2018-2020 51 Table Labor situation by department at TTLC from 2018-2020 52 Table Labor situation by department at TTLC from 2018-2020 53 Table Labor situation by professional qualifications at TTLC from 2018-2020 54 Table The increase in the required skills of employee from 2018-2020 56 Table 10 Survey results of TTLC’s employees on awareness 59 i LIST OF FIGURES Figure 1.1 ASK Model 13 Figure 2.1 Survey process 29 ii LIST OF DIAGRAMS Diagram 3.1 Management and administration 43 Diagram 3.2 TTLC's business results of TTLC from 2018 to 2020 44 Diagram 3.3 Labor situation by labor contract at TTLC from 2018-2020 48 Diagram 3.5 Human resource structure by department 54 Diagram 3.6 Labor situation by professional qualifications at TTLC from 2018-202055 Diagram 3.7 Recruitment process of TTLC 61 iii INTRODUCTION Research rationale - A bussiness that want to develop quickly and sustainably need to fully converge the basic elements of improving the quality of human resources, applying new technologies and developing modern infrastructure In which, human resource is the first factor determining the existence and development of an bussiness For newly established businesses, the focus on building human resource development strategies needs to be paid special attention to ensure sufficient quantity and quality In particular, Human Resource Development is a very necessary job in order to improve the quality of labor and human resources - Therefore, in order to meet the development needs of the economy, society and competition in the era of the 4th industrial revolution, ensure long-term and sustainable competitiveness for businesses Human resource development is a way to help businesses improve productivity, quality, work efficiency, and improve in terms of physical strength, mental strength and mentality of employees Improve knowledge, professional qualifications, develop skills, raise awareness to meet current and future job requirements of the business Help leaders in the organization have a new, more complete view of building a team of employees with management capabilities, professional knowledge, professional ethics to fulfill business goals of the business Develop human resources, help workers update knowledge, new skills, the successful application of technical changes, technology, thereby limiting the excretion in the development process of the organization, society Contributing to satisfy development needs for employees Current reality is that our enterprises not pay attention to comprehensive human resource development, and not consider the development of human resources as an investment in the future of enterprises TTLC was established in 1996 as a precursor to VINAMOTOR Vietnam Motors Industry Corporation, a 40-member corporation with more than 20,000 skilled workers Work with mechanical industries (welders, metal stampers), automobile assembly, plastic industry, ceramic tile production, apparel, etc.) More than 20 years such as: Delivering, operating and maintaining overhead light poles for the elderly, pregnant women going on a business trip, etc Besides, the company boldly given the opportunity for young staff, arranged a guide, mentor them to accumulate experience, listen to their suggestions Table of job descriptions Principle of work arrangement: Each person will be assigned at least one specific job No overlapping assignments The assigned jobs outside the job description will be charged additional remuneration Improve the process of planning and recruiting human resources: Workforce demand planning properly will create favorable conditions for enterprises with employment policies, to attract good quality for each specific stage In which, TTLC needs to perform the following tasks: + Develop a scientific recruitment process suitable for the period 2021 – 2026 The period of 2021 - 2026 is the period of the explosion of science and technology with the industrial revolution 4.0 The personnel employed today may be obsolete in a short time Therefore, the skills and knowledge of employees are constantly updated and changed Therefore, the recruitment process must be scientifically built and suitable for the times In which, it is necessary to fully comply with the following standards: Firstly, Build a table of job descriptions for each specific title as a standard for recruitment The description table should contain the following information: Job title Mission function Salary and bonus attached Results achieved This descriptive table will help employees understand the content, benefits, requirements, and assigned work At the same time, this is also the basis for rewarding, promoting or considering lowering the emulation and discipline level of each individual in each specific year 70 Second, it is necessary to make recruitment transparent and public both internally and externally Standards must be based on the following principles: Clear, fair, specific, objective, transparent and right for the right audience 4.2.2 Improve efficiency and foster human resources The completion of training and fostering of human resources in order to build a highquality staff to meet the requirements of business activities, in line with the tasks, goals and development strategy of TTLC is urgent, especially in the trend of day-today change in the industrial revolution 4.0 Therefore, in the coming period, businesses need to pay attention to the following activities: Determine the training time Human resource training for the period of 2021 - 2026 and the following years focuses on the following two groups of subjects: Training, fostering and updating knowledge for incumbent management staff such as (members of the Board of Directors) Director, Supervisory Board, Deputy Head of Department, Head of Department…) Training the workforce to secure jobs; replacing and supplementing the retired, terminated, and retired workforce due to loss of labor capacity (with emphasis on the force that brings high and direct profits to the enterprise such as the art department and research and development department) development, sales and marketing department,) Identify the training needs Training needs are determined based on an analysis of the organization's labor needs, the knowledge and skills requirements necessary for the job performance, and the analysis of the existing knowledge, qualifications and skills of the organization Staff To this well, the company needs to the following to determine the training needs of the business correctly From there, bringing practical efficiency and improving the quality of human resources: + Analysis of the Company's activities: Building a job description table as a premise to set out the requirements, training requirements, knowledge, skills and standards required for the job effectively 71 + Regularly update human resource information as analytical data: The goal of this is to check the ability of each employee to complete the work From there, businesses will assess who is really the human resource that needs training and needs This will provide useful information for allocating training funds properly and effectively + As a basis for forecasting future fluctuations related to the skill development and qualifications of employees Determine the training program The training program is designed to suit the requirements of each position, knowledge, skills and job object In there: a./ For managers: Including: Members of the Board of Directors, department heads, deputy heads, heads of departments Training content: Basic theories of management, business environment of the industry and company history, strategy formulation and strategic management, technology management, risk management, negotiation skills, art of leadership Type of training: Short-term and online Classroom teachers can invite people with academic titles and degrees in the area where the company is headquartered or officers with pedagogical ability from large corporations and companies in the same industry b/ For personnel who are planned to be a leader: Including staff positions recruited and promoted to leadership positions by the company in the near future: Training content: In-depth training, improving knowledge related to the position to be promoted and recruited will be arranged in the future (economic knowledge, management, art ) Form: Long-term at institutions in the national education system c./ For direct workers: Including all employees except managers: 72 Training content: Professional and professional knowledge and skills related to assigned tasks such as operating machinery and equipment In addition, the Company needs to organize a number of directly related training courses Next to their interests and rights such as knowledge of soft skills in communicating with customers, labor law, social insurance law Form: Short-term, can be flexibly combined in the field or company office or internal vocational training center Organize post-training assessment: Evaluation of refresher courses, courses, on-the-job training or sending out training is essential From there, TTLC can easily assess the quality and effectiveness to promptly adjust the quantity and quality or replace the training institution and classroom teacher The two most commonly used methods today are multiple-choice and essay writing at the end of the course 4.2.3 Motivating employees to maximize their potential Completing the motivation and encouragement regime both mentally and physically for all employees of the company, creating motivation for employees to work enthusiastically and effectively a Completing policies on salary, bonus and welfare The improvement of salary, bonus and welfare policies is transparent, fair, and harmonizes the interests between enterprises and employees Since then, in order to motivate employees to maximize their quality, capacity, and enthusiasm to dedicate themselves to the business, in the coming time, TTLC needs to focus on implementing a number of the following contents: - Firstly, in the coming time, in addition to ensuring the mandatory welfare regimes as prescribed by law, TTLC needs to focus on implementing other welfare programs for employees such as flexible working schedules in each task, organize year-end commendation for typical employees, reward tourism for individuals who successfully complete their work, etc 73 Second, it is necessary to conduct an accurate assessment and job definition The job evaluation must be based on the actual performance of each specific individual and the job description table - Thirdly, in order to ensure accuracy and fairness in salary payment based on work performance, the salary paid to each person must be associated with the employee's monthly assigned work performance Instead of spending a single installment at the end of the year like now, quarterly and monthly, the Company conducts grading, voting and additional spending in the form of bonuses for each employee b Innovating policies on promotion, transfer, and mobilization of employees To complete this work, it is necessary to perform the following solutions: - Develop standards for each title - Build Diagram to transfer employees c Evaluate the work performance of each employee effectively, accurately, in accordance with the work and work practice Apply quantitative analysis method to evaluate the completion progress of each employee Currently, TTLC is piloting the construction of job performance evaluation through job performance indicators (KPI) In the initial implementation process, there are certain shortcomings, but the practical effects that KPI bring are great Therefore, enterprises need to organize an in-depth assessment and analysis of the results of the application of this new system every year From there, determine the causes of limitations and complete each Evaluation Criteria through KPIs (work performance management and evaluation system) In which, the steps to be taken are the registration process, KPI assignment and KPI evaluation process KPI registration and delivery process: The process of registering and assigningKPIs is done through the following steps: Collecting performance information of the previous quarter's KPI; Registration of KPIs; 74 Review and discuss KPI registration; The Council for assigning and evaluating KPIs met and agreed to assign KPIs to Unit Heads; The Board of Directors approves the assignment of KPIs to Unit Heads; Finish assigning KPIs and save records KPI evaluation process: KPI evaluation process is carried out through the following steps: Announced plans to evaluate KPIs; Collecting information on KPI performance results; Individual self-assessment of KPI implementation results; Agreeing on KPI evaluation results; Submit for approval of KPI evaluation results; Approve KPI results; Report results and keep records Because this is just a test, the assignment of the implementation object, the implementation object, the implementation time and the evaluation criteria has not been standardized and completed However, with the general trend, surely in the not too distant future, the Company will soon complete this set of rules and put them into application 4.3.4 Create a new working environment Promote self-study throughout the company so that all employees can self-study on the basis of self-studying existing documents of the enterprise Thereby, they will voluntarily observe and learn the working methods of their predecessors to practice their own experiences Uphold the spirit of self-study of new technology applications and processes so that they can be put into practice in practice, hone their professional skills and professional qualifications The form of self-study also helps each employee to promote self-reflection, self-discipline and creativity In addition, the higher the cost of training human resources, the higher the self-learning ability of employees, thereby saving investment costs for training 75 Regularly organize exchanges and meetings to exchange experiences between groups and individuals Through these activities, individuals can learn and study each other's experiences, thereby drawing out know-how and experiences to improve their daily working methods In addition, the Company can also cooperate with other businesses in the same industry to organize contests to report on experience initiatives in order to promote creativity, create conditions for employees to have self-discipline to find new ideas Explore, learn and improve your professional skills At the company, it is necessary to clearly state the responsibilities of the leaders of departments, divisions, departments, and employees in the process of training or self-training for personal and professional development The Human Resources Department must issue detailed instructions and support to help employees self-assess their strengths and weaknesses and position themselves Thereby giving the right direction for development Develop a reward system for encouraging self-study Determine each specific condition to enjoy financial support, reward, promotion, salary increase, and regulations on responsibility for monitoring, evaluating and checking self-study results throughout the company Ensure to encourage self-study but must be fair and transparent to maximize the effectiveness of this work In addition to only paying attention to the employee's learning process, the company needs to give timely encouragement and encouragement to their relatives and families if there is a learning process and progress It both demonstrates the company's social responsibility in building a learning society and is an effective motivational measure to help create employee loyalty to the organization CONCLUSION OF CHAPTER From the theories on human resource development in Chapter along with the analysis of the current situation of human resource development at TTLC in Chapter 3, I have presented solutions to improve this work which are: - Improve the recruitment, arrangement and use of human resources - Improve the training and retraining of human resources 76 - Create motivation to promote human resources to maximize their potential - Create a new working environment Hopefully, the solutions given will be applied in practice Thereby helping the company develop human resources in particular and business strategies in general to achieve the best results 77 CONCLUSION With the rapid development of modern science - technology and the current deep integration, each country in general and each enterprise in particular must always pay attention to the development of human resources to meet the needs of the world respond to that change To so, enterprises themselves must not only focus on improving their professional and professional qualifications, but also improve their physical and mental health through exercise, increasing health and improving living conditions The thesis has tried to systematize the theories of human resource development outline the contents, methods and approaches of human resource development in enterprises I have collected information, analyzed and presented the current situation of human resource development in TTLC, thereby pointing out the shortcomings, shortcomings and inadequacies in this work such as: recruitment, placement and use of human resources; Completing the training and fostering of human resources; Creating motivation to promote human resources to the fullest potential; Create a new working environment It is hoped that these proposals can help the managers of TTLC to develop the best quality human resources and achieve many achievements in business To complete this thesis, I have tried my best, invested time in research and consulted with my mentor and my predecessors However, due to limited knowledge and practical experience, the thesis cannot avoid errors and shortcomings I look forward to receiving suggestions from teachers, teachers and students to complete the thesis in the near future Once again, we would like to thank the Board of Directors and the brothers and sisters who are working at TTLC Company; Sincere thanks to the Board of Directors and teachers of – Vietnam National University, Hanoi School of Business and management; Sincere thanks to the instructor Assoc Prof Dr Nguyen Ngoc Thang! Special thanks! 78 REFERENCES Nguyễn Thị Vân Anh; (2014), Đào tạo phát triển công nhân kỹ thuật doanh nghiệp dệt may Hà Nội Báo cáo kết kinh doanh TTLC 2018 Báo cáo kết kinh doanh TTLC2019 Báo cáo kết kinh doanh TTLC2020 Bùi Văn Nhơn (2006), Quản lý phát triển NNL xã hội, NXB Tư pháp, Hà Nội Lê Trần Hà Nam; (2018), Phát triển nguồn nhân lực Công ty TNHH MTV đô thị môi trường Đắk Lak, Đại học Đà Nẵng, Đà Nẵng Thái Bảo Ngọc; (2013), Phát triển nguồn nhân lực công ty cổ phần LILAMA7, Đại học Đà Nẵng, Đà Nẵng Nguyễn Vân Điềm - Nguyễn Ngọc Quân (2012), Quản trị nhân lực, Nhà xuất Kinh tế quốc dân PGS TS Nguyễn Ngọc Quân ThS Nguyễn Vân Điềm; (2012), Giáo trình Quản trị nhân lực, Trường ĐH Kinh tế Quốc dân 10 Đinh Văn Toàn; (2011), phát triển nguồn nhân lực tập đoàn điện lực Việt Nam đến năm 2015, Nhà xuất Đại học Kinh tế Quốc dân, Hà Nội 11 Từ điển Tiếng Việt (2004), NXB Đà Nẵng 12 Canada - Department of National Defence; (2003), Assistant Deputy Minister (Human Resources Military) 13 Greg G Wang Judy Y Sun; (2009), "Perspectives on Theory Clarifying the Boundaries of Human Resource Development", Human Resource Development International 12(1), tr 93-103 14 Kristine Sydhagen Peter Cunningham; ((2007) Development International.), "The Academy of Human Resource Human Resource Development.", Human Resource Development International 15 Schultz T.W; (1961), "Investment in Human Capital", The American Economic Review 51 79 16 Tiona VanDevender; (2012), Total Quality Human Resource Management, truy cập ngày, trang 17 Abdullah Haslinda; (2009), "Definitions of HRD: Key Concepts from a National and International Context ", European Journal of Social Sciences, tr 486-495 18 Đào tạo nguồn nhân lực phục vụ phát triển kinh tế biển Đà Nẵng (2007), Kỷ yếu hội thảo Khoa học Khoa học- Phát, Đà Nẵng 19 Hiến pháp 2013, Cổng thông tin điện tử Bộ Tư pháp, chủ biên 20 Khái quát chung quản trị nguồn nhân lực, https://voer.edu.vn, chủ biên 21 Luận án tiến sỹ phát triển nguồn nhân lực IM điện lực Việt Nam đến năm 2015 (2011), Nhà xuất Đại học Kinh tế Quốc dân, Hà Nội 22 Luật số 45/2019/QH14 Quốc hội : Bộ Luật Lao động, CỔNG THƠNG TIN ĐIỆN TỬ CHÍNH PHỦ, chủ biên 23 Quản lý nguồn nhân lực tổ chức (2009), Hà Nội 24 Quản trị nhân (2009), NXB Lao động - Xã hội, Hà Nội 25 David M.Harris and Jon M.Werner Randy L.DeSimone (2011), Human resource development (Third Edition), Cengage South-Western 26 Swanson (2001), "Human resource development and its underlying theory", HumanResource Development International, tr 299-312 27 Thách thức nhân lực cho cách mạng 4.0 (2018), Người Lao Động, chủ biên 28 Lê Văn Kỳ; (2018), Phát triển nguồn nhân lực chất lượng cao ngành công nghiệp tỉnh Thanh Hóa, Luận án tiến sỹ kinh tế phát triển, Học viện trị quốc gia Hồ Chí Minh, Hà Nội 80 PHỤ LỤC Phiếu khảo sát: (Dành cho CBCNV Công ty TTLC) Khảo sát thực trạng đào tạo phát triển nguồn nhân lực Cơng ty TTLC Kính chào ơng/bà! Nhằm mục đích tìm hiểu thực trạng nguồn nhân lực thực trạng đào tạo nâng cao chất lượng nhân lực văn phịng Cơng ty TTLC, kính mong q ơng/ bà vui lịng giúp tơi trả lời câu hỏi điều tra đây: Trước tiên mong ông bà điền số thông tin sau: Tên quan / phòng ban - Tên người trả lời - Nam Nữ Q ơng bà xin vui lòng trả lời câu hỏi đây, câu hỏi dạng lựa chọn A, B, C… (Ông vui lòng khoanh tròn đáp án lựa chọn); Câu hỏi dạng đánh giá tương ứng với – kém, - bình thường, – khá, – tốt, – tốt (Ơng bà vui lịng tick vào tương ứng) Câu 1: Trình độ chun mơn nghề nghiệp ông bà? A Sau đại học B Đại học, cao đẳng C Trung cấp chuyên nghiệp D Khác Câu 2: Q ơng (bà) cho biết tuổi mình? A 20 – 25 B 26 – 30 C 31 – 35 D 36 – 40 E Ngoài 40 Câu 3: Q ơng (bà) cho biết tuổi nghề mình? 81 A Dưới năm B – 10 năm C 10 – 15 năm D 15 – 20 năm E Trên 20 năm Câu 4: Hàng năm ông/bà có tham gia khóa đào tạo khơng? (Chọn phương án phù hợp) Có (xin trả lời tiếp câu 5) Không Câu 5: Tại công ty xác định nhu cầu đào tạo nào?(có thể chọn nhiều phương án) Bộ phận phụ trách đào tạo đánh giá kết thực công việc người lao động để xác định nhu cầu đào tạo Bộ phận phụ trách đào tạo phát phương pháp nội dung đào tạo phù hợp để nâng cao kết thực công việc người lao động Đề xuất cán quản lý trực tiếp đơn vị ông/bà Lấy ý kiến người lao động yêu cầu đào tạo cá nhân công ty Câu 6:Phương pháp đào tạo? ?(có thể chọn nhiều phương án) Luân phiên thay đổi công việc Cử học lớp ngắn hạn dài hạn Các hội nghị, hội thảo Câu Đánh giá kết qủa đào tạo: (Chọn phương án phù hợp) - C hương trình nội dung đào tạo có phù hợp với cơng việc ơng/bà khơng? Có Khơng Khơng có ý kiến 82 - K áp dụng kiến thức kỹ đào tạo vào công việc thực tế? Kém Trung bình 83 Khá Tốt Câu 8: Bố trí sử dụng lao động sau đào tạo - S au thời gian đào tạo cơng việc Ơng/Bà có thay đổi khơng? Có Khơng 84 ... 3.2 Human resource development situation at Tourism, Trade and Labor Export Joint Stock Company 45 3.2.1 Human resource structure at Tourism, Trade and Labor Export Joint Stock Company. .. human resource development at Tourist, Trade and Labor Export Joint Stock Company in the period of 2018 - 2020 Chapter 4: Human resource development solutions at Tourist, Trade and Labor Export Joint. .. of Tourist, Trade and Labor Export Joint Stock Company in Ho Chi Minh City Branch of Tourist, Trade and Labor Export Joint Stock Company in Hanoi Branch of Tourist, Trade and Labor Export Joint